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Page 1: contents...2015/12/31  · Accounting for PT Trikomsel Oke Tbk, the Group recorded a net loss of $328.075 million for the year, a large portion of which was due to the provision of
Page 2: contents...2015/12/31  · Accounting for PT Trikomsel Oke Tbk, the Group recorded a net loss of $328.075 million for the year, a large portion of which was due to the provision of

Disclaimer

This annual report has been prepared by the Company and its contents have been reviewed by the Company’s Sponsor, Stamford Corporate Services Pte Ltd for compliance with the relevant rules of the Exchange. The �,*-�+6ȉ0��-,+0,/�%�0�+,1�&+!"-"+!"+1)6�3"/&Ɯ"!�1%"� ,+1"+10�,#�1%&0��++2�)�/"-,/1ǽ��%&0��++2�)�/"-,/1�%�0�+,1�been examined or approved by the Exchange and the Exchange assumes no responsibility for the contents of this annual report including the correctness of any of the statements or opinions made or reports contained in this annual report.

The contact person for the Sponsor is Mr. Yap Wai Ming

Tel : 6389 3000

Email: [email protected]

c o n t e n t s

01 Vision, Mission and Value

02 Letters to Shareholders

04 Board of Directors

08 �,/-,/�1"��/,Ɯ)"

09 Key Management

10 Corporate Structure

11 Our Coverage

12 Operations at a Glance

14 Our Stores

15 Singtel Stores

16 Corporate Information

17 Financial Contents

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Polaris Ltd. Annual Report 2015

01

vision To be the brightest provider of connection devices and services and to serve with a caring touch.

missionTo enable and enhance connection for people in Singapore and across Southeast Asia.

valuesWe believe that achieving the best outcomes for our stakeholders – including customers, partners and shareholders – involves taking a principled approach to business. Therefore, we are committed to the following values:

Trust

We are reliable, honest and always deliver what we promise.

Simplicity

We strive to be clear and meaningful in all that we do.

Young At Heart

We approach our work with a creative, open-minded and positive attitude.

Caring Touch

We treat our people, customers, partners and shareholders with respect, kindness and sincerity.

Innovation

We innovate with solution/s when we face challenges and to run our �20&+"00�"ƛ& &"+1)6�4&1%�-/,!2 1&3&16ǽ

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Polaris Ltd. Annual Report 2015

02

l e t t e r t o s h a r e h o l d e r s

Dear valued Shareholders,

Developments in FY2015

�"1�20��"$&+��6�Ɯ/01�1%�+(&+$�6,2Ǿ�,2/�3�)2"!�0%�/"%,)!"/0�#,/�your support in a very tough year. FY2015 has been another year of modest growth as the Singapore economy grew at a relative weak rate of 2.1%, largely due to the slowing down of the global economy. The bright spark is that national incomes continued to rise, which augurs well for the Group as a primarily retail focused business.

Our operating environment remains a challenge, which became more pronounced as the year progressed. The strengthening US dollar against the Singapore dollar meant that the importing of devices has become more costly. In addition, the US Federal Reserve’s announcement to hike interest rates by 0.25%, the Ɯ/01� 02 %� %&("� &+� �)*,01� �� !" �!"Ǿ� *"�+0� 1%�1� 4"� �/"� +,4�operating in an environment of higher interest rates. This impacts our business directly, and adds to an already escalating cost of doing business.

Other trends that have impacted us include a shift in consumer preference from brick-and-mortar shops to online. We believe that this is inevitable, with the proliferation of mobile devices and Internet penetration in Singapore. In fact, as a distributor of mobile and web-enabled products, we are a contributor to this phenomenon! What this means however, is that as a business, we must respond and be ready as more and more consumers flock online to do their shopping.

Despite the challenging operating landscape, the Group has made several investments to ready ourselves for the future. During the year, we have seen the intense competition between leading mobile brands, as well as new players trying to break into the lucrative, but highly competitive market. With the US dollar continuing to strengthen, handset prices are set to rise. Additionally, growing labour costs and high rentals continue to put pressure on our margins.

As with any new investments, it is inevitable that we will have to endure some initial stage losses. PT Trikomsel Oke Tbk has been a victim of the weakening economy and consumer sentiments in Indonesia, but it has continued to enjoy the support of its creditors. We believe that after restructuring, the business will be more lean and focused. Some fruits are already beginning to bear, for example, PT Trikomsel Oke Tbk has introduced its own smartphone brand in the Indonesia market and this allows the company to improve its margins on a per device basis.

�%&0� Ɯ10� ,2/� *,!20� ,-"/�+!&ǽ� �"� ),,(� #,/� +"4� -�/1+"/0� �+!�products that can ultimately bring value to consumers. Even as 4"�"+!2/"�0,*"�!&ƛ& 2)1�1&*"0�4&1%�����/&(,*0")��("���(Ǿ�4"�must adopt a long term view. ASEAN is home to some 600 million people, which is even more than that of the European Union or North America, and has a GDP that is ranked 7th globally.

The year also saw us continuing our strategy of expanding our product range, with two new partnerships coming into fruition. We continue to build on our partnership with InFocus. InFocus is a US company specialising in the manufacture of Digital Light Processing (DLP) and LCD projector and accessories, as well as )�/$"Ȓ#,/*�1� 1,2 %� !&0-)�60Ǿ� 0,ƞ4�/"Ǿ� ���� 1")"3&0&,+0Ǿ� 1��)"10�and smartphones, and we see many promising opportunities to bring their products into the region. We also concluded an investment into XMI, makers of the award winning X-mini™, and this strengthens our product portfolio.

In FY2015, we increased the number of SingTel Corporate (CIS) Roadshows, which has help raised sales revenues. Last but not least, we have built-up non-contract handset sales capability in support of SingTel’s SIM only initiatives.

While we acknowledge the challenging retail environment, we are cautiously optimistic that we have made the right strategic investments to position the Group for further growth, and with our strategic partnerships forged, we will be able to deliver greater shareholder value in the near future.

Financial Review

The Group continued to focus on its core areas as per the previous year. We recorded a turnover of $156.148 million for the year ended 31 December 2015, which translates to a 17% increase year-on-year. Despite the higher turnover, net -/,Ɯ1�4�0�+"$�1&3")6�&*-� 1"!�!2"�1,�1%"�,+$,&+$� %�))"+$"0�that PT Trikomsel Oke Tbk faces. Our business is now divided into three business segments, namely Telecommunications, Lifestyle and Distribution. Both our Distribution and Telecommunications segments recorded increased turnover with $89.671 million and $44.823 million respectively. These results represent an increased revenue of 37% for Distribution and 20% for Telecommunications year-on-year. However, our Lifestyle segment recorded a 27% decrease to $21.444 million.

Accounting for PT Trikomsel Oke Tbk, the Group recorded a net loss of $328.075 million for the year, a large portion of which was due to the provision of impairment of the investment. Notwithstanding, the Group achieved a huge turnaround for +"1�,-"/�1&+$� �0%Ɲ,4�4&1%���$�&+�,#�ʏǚǽǙǘǕ�*&))&,+Ǿ�2-�#/,*���!"Ɯ &1�,#�ʏǙǽǛǜǞ�*&))&,+�)�01�6"�/ǽ�

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Polaris Ltd. Annual Report 2015

03

Corporate Social Responsibility

�+� �+2�/6� ǗǕǖǛǾ� �,)�/&0� 01�ƛ� -�/1& &-�1"!� &+� &10� 0" ,+!�corporate social responsibility (CSR) program with Dignity �&1 %"+�Ȓ��&+$�-,/"ȉ0�Ɯ/01�%�4("/�1/�&+&+$�0 %,,)� #,/�!&0��)"!�and disadvantaged people, following its successful inaugural launch in 2015. In today’s society, the handicapped and elderly are faced with greater challenges when competing in the job marketplace. Dignity Kitchen gives on-the-job training and place trainees in jobs so that they can have hope for better futures, better lives and better opportunities to be successful in 1%"&/�,4+�/&$%1ǽ��2/�01�ƛ�1,,(�-�/1�&+�1%"�Ȋ��4("/0�#,/�1%"���6ȋ�program, which is a bonding exercise whereby colleagues come together on a hawker stall platform, learn to whip up hawker food with the guidance of Dignity Kitchen trainers and serve food to a group of old folks who visits Dignity Kitchen for their meal treat for the day. Through this, we learnt to appreciate the challenges of the disabled manning a hawker stall and also experienced a day in the life of a hawker.

In addition, Polaris made a donation pledge of $15,000 to Singtel’s Touching Lives Fund.

Future Prospects

With the global economic outlook remaining volatile, FY2016 is expected to be a challenging year. The usual challenges of %&$%"/�/"1�&)�/"+1�)��+!�*�+-,4"/� ,010�4&))� ,+1&+2"�1,��ƛ" 1�us, especially with the existing labour policies. As such, plans are underway to build and boost our e-commerce platform. This serves two purposes – it lowers our operating costs and enhances productivity and the same time leverages the changing consumer habit to go online for purchases.

�%&ƞ&+$�1%"�#, 20�,+)&+"��/&+$0�$/"�1�-,1"+1&�)�1,�,2/��20&+"00ǽ�The number of handsets being sold online across ASEAN has grown exponentially. This will only grow as mobile and Internet penetration increases in the region.

�"�%�3"��)0,�!,+"���/"3&"4�,#�1%"�!&ƛ"/"+1����0�0"1�,+�1%"�/,2-ȉ0�"5 )20&3"� !&01/&�21,/0%&-0� 4&1%� !&ƛ"/"+1� �/�+!0� 1,� $�2$"� 1%"&/�respective sales volume and market share, so as to help us have a deeper understanding of our consumers’ preferences and the market trend. In FY2016, you will see us sharpening our focus on products that continue to drive our business and margins, and at the same time, we will also rationalise some of the others which are non-core.

Going forward, the Group will ride on its foundation and continue with our regional retail and distribution expansion plans by further penetrating developing markets. There are regional

opportunities which the Group must seize, and leverage on its expertise in retail and distribution experience. We will continue 1,� "5"/ &0"� Ɯ+�+ &�)� -/2!"+ "Ǿ� 4%&)"� !"3"),-&+$� ,2/� 1�/$"1"!�growth areas.

In summary, shareholders can expect to see a revitalised PT Trikomsel Oke Tbk, new brands, products and services, as well as a greater online presence.

In Appreciation

Finally, on behalf of the Board, we would like to take this opportunity to express our appreciation to the senior *�+�$"*"+1Ǿ� #")),4� !&/" 1,/0� �+!� 01�ƛ� #,/� 1%"&/� !"!& �1&,+�and commitment towards the Group and contributing relentlessly towards our goals. A special mention goes to our Telecommunications segment where they have turned in a sterling performance this year.

It has been a tough year, and it is only with a common vision and united spirit that we can achieve what we set out to do. We would also like to thank our valued shareholders, business partners and associates who have given us our staunch support throughout the year. We will continue to focus on enhancing our business performance in the coming year, so as to create greater value for our stakeholders. With that, we look forward to your continual support in our journey towards excellence.

Tan Chung Yaw, Richard Non-Executive Chairman

Ang Chuan Hui, PeterChief Executive Officer and Executive Director

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b o a r d o f d i r e c t o r s

Mr. Tan Chung Yaw, RichardNon-Executive Chairman

DATE OF APPOINTMENT AS DIRECTOR26 July 2011

DATE OF LAST RE-ELECTION30 April 2014

NATURE OF APPOINTMENT Independent Non Executive

BOARD COMMITTEES SERVED ONMember of Nominating Committee and Chairman of Audit and Remuneration Committees since 26 July 2011

Mr. Tan has over 27 years of experience in Internet, Venture Capital, IT, International Telecommunications and Mobile Communications, primarily in senior leadership positions. He is an Independent Director of the Trustee-Manager of Asian Pay Television Trust and was appointed on 29 April 2013. Mr. Tan has also since October 2008 held the post of Deputy Chief �5" 21&3"��ƛ& "/�,#�����*�/1#/"+��")" ,*���(Ǿ��+!�&0� 2//"+1)6�responsible for corporate strategy. Before joining PT Smartfren Telecom Tbk, Mr. Tan held the position of Director of Commerce at PT Telekomunikasi, Indonesia (Telkomsel) where he was responsible for sales and marketing.

From 2001 to 2007, Mr. Tan was Vice President (Wholesale) at SingTel Ltd., where he was responsible for the wholesale of voice and data products across SingTel and Optus.

Mr. Tan holds a Bachelor of Science in Electrical Engineering (Honours) and Master of Science in Electrical Engineering from the National University of Singapore.

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Mr. Sugiono Wiyono SugialamNon-Executive Director

DATE OF APPOINTMENT AS DIRECTOR26 July 2011

DATE OF LAST RE-ELECTION30 April 2015

NATURE OF APPOINTMENT Non Independent Non Executive

BOARD COMMITTEES SERVED ONMember of Nominating and Remuneration Committees since 26 July 2011. Appointed member of Audit Committee on 3 October 2015

Mr. Sugiono has over 25 years of working experience in the telecommunication industries. He started his career in PT Panggung Electric Citrabuana where he was the Commercial Director. In 1994, he was the Director of Petro Industry.

�"� &0� 2//"+1)6� 1%"� �/"0&!"+1� �&/" 1,/ȡ� �%&"#� �5" 21&3"� �ƛ& "/��+!�0%�/"%,)!"/�,#�����/&(,*0")��("���(Ǿ��+!,+"0&�ȉ0�Ɯ/01��+!�leading Indonesian public listed company dealing in retail and distribution of telecommunication and multimedia products 3&��&10��/�+!"!�/"1�&)� %�&+0�Ȋ�("0%,-ȋ��+!�Ȋ),��)��")"0%,-ȋǽ�With more than 1,000 owned retail outlets spread in 175 cities across the 33 provinces in Indonesia and a network of more than 15,000 independent retailers, PT Trikomsel Oke Tbk has a market capitalization of approximately US$710 million as of January 2013.

Mr. Sugiono is also the first Director in Sales and Marketing of Crayon Digital Pte. Ltd. and Operational Director of San Media Pte. Ltd.

Mr. Sugiono won the Entrepreneur of the Year award in 2008 (in 1%"� �1"$,/6�,#��"/3& "0��+1/"-/"+"2/Ȝ��+!�4�0���Ɯ+�)&01�&+�1%"�Entrepreneur of the Year award in 2007.

Mr. Sugiono holds a Bachelor of Economics with major in company management from Surabaya University, Indonesia.

Mr. Ong Kok Wah Independent Non-Executive Director

DATE OF APPOINTMENT AS DIRECTOR20 May 2010

DATE OF LAST RE-ELECTION30 April 2015

NATURE OF APPOINTMENTIndependent Non Executive

BOARD COMMITTEES SERVED ONMember of Remuneration Committee since 25 May 2010. Chairman of Nominating Committee and member of Audit Committee since 17 August 2010

Mr. Ong was re-designated as an Independent Director on 12 August 2010.

Mr. Ong has over 47 years of working experience in the marine �+!�,ƛ0%,/"� &+!201/&"0ǽ��"� 01�/1"!�%&0� �/""/� &+� 1%"��"/ %�+1�Navy with Shell Eastern Fleet, Maple Hill Shipping and Guan Guan Shipping. He was with the Port Authority of Singapore țȊ���ȋȜ�#/,*�ǖǞǛǝ�1,�ǖǞǜǚ�4%"/"�%&0�)�01�-,0&1&,+�4�0��,+1/,))"/�(Shipping). He joined Chuan Hup Holdings Limited Group as a Director from 1976 to October 2005. He was a Director with CH �ƛ0%,/"��1!� țȊ���ȋȜ� #,/� 1%"�-"/&,!� #/,*�ǖǞǝǜ� 1,�ǗǕǖǕǾ�!2/&+$�which he was appointed as CEO from 2004 to 2007.

Mr. Ong was a member of the American Bureau of Shipping’s Southeast Asia Technical Committee. He was a Council Member of 1%"��&+$�-,/"��%&--&+$��00, &�1&,+�țȊ���ȋȜ�0&+ "�&10�&+ "-1&,+�&+�ǖǞǝǚ�until 2007, where his last held position was Honorary Secretary. SSA has in its June 2008 annual general meeting bestowed an ‘Honorary Membership’ on Mr. Ong and he remains as one of their trustees. He has also been a Director on the Board of the Shipowners’ Mutual Protection and Indemnity Association (Luxembourg) since 1993 and was the Director of their Singapore registered insurance company.

Mr. Ong is the Independent Non-Executive Director of ICP Ltd and holds directorships in several private companies in Singapore.

Mr. Ong attended Nautical Studies at Singapore Polytechnic. �"� %,)!0� �� �" ,+!Ȓ*�1"� țȜ� "/1&Ɯ �1"� #/,*� 1%"� �&+&01/6� �#�Transport Singapore.

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b o a r d o f d i r e c t o r s

Ms. Juliana Julianti Samudro�5" 21&3"��&/" 1,/��+!��%&"#�&+�+ &�)��ƛ& "/

DATE OF APPOINTMENT AS DIRECTOR26 July 2011

DATE OF LAST RE-ELECTION29 April 2013

DATE OF APPOINTMENT AS CHIEF FINANCIAL OFFICER1 January 2014

NATURE OF APPOINTMENT �5" 21&3"��&/" 1,/��+!��%&"#�&+�+ &�)��ƛ& "/

BOARD COMMITTEES SERVED ON NA

�0ǽ� 2)&�+�� 4�0� �--,&+1"!� �0� �%&"#� &+�+ &�)� �ƛ& "/� ,#� 1%"�Company and re-designated from Non-Executive Director to �5" 21&3"��&/" 1,/�4&1%�"ƛ" 1�#/,*�ǖ� �+2�/6�ǗǕǖǙǽ

Ms. Juliana started her career in PT. Trikomsel Oke Tbk, Jakarta as Senior Vice President of Corporate Services in 2008, and was subsequently promoted to Director of Corporate Services &+� ��6� ǗǕǖǕǽ� �%"� &0� /"0-,+0&�)"� #,/� ,3"/�))� ,/-,/�1"� �ƛ�&/0Ǿ�such as corporate secretary, investor relations, corporate legal, � ,2+1&+$��+!�Ɯ+�+ &�)ǽ

Previously, she acted as Senior Vice President and Head of Corporate Secretary Division of PT Bank UOB Buana Tbk, �(�/1�� 4%"/"� 0%"�*�+�$"!� 1%"� ,*-�+6ȉ0� ,/-,/�1"� �ƛ�&/0�relating to capital market and stock exchange including corporate legal matters.

From 2010 to present, Ms. Juliana held several directorships in the multimedia and telecommunication industry.

Ms. Juliana holds a degree in Bachelor of Arts from California State University in Los Angeles, USA. She studied at Pasadena City College.

Mr. Ang Chuan Hui, Peter�5" 21&3"��&/" 1,/��+!��%&"#��5" 21&3"��ƛ& "/

DATE OF APPOINTMENT AS DIRECTOR1 March 2012

DATE OF APPOINTMENT AS CEO1 March 2012

DATE OF LAST RE-ELECTION30 April 2014

NATURE OF APPOINTMENT �5" 21&3"��&/" 1,/��+!��%&"#��5" 21&3"��ƛ& "/

BOARD COMMITTEES SERVED ON NA

Mr. Ang has more than 15 years of experience in the Telecommunication Industry. He started his career with Ericsson Telecommunication as Channel Sale Manager and was promoted 1,� �&/" 1,/Ǿ� �/,!2 1� ��/("1&+$� #,/� �0&�� �� &Ɯ � �"$&,+� 4%"/"� %"�was in charge of planning, implementation and product launches within the region for all products. Key achievements include turning �/,2+!�������20&+"00�#/,*�!" )&+&+$�-/,Ɯ1��+!�*�/("1�0%�/"�1,���market share of more than 10% with double digit NIBT, successfully installing new processes that streamline and drive focus on the business for the region and also building up India market share from zero to 5% through product features that reaches out to the India consumer. Subsequently, Mr Ang was promoted to Vice �/"0&!"+1���/("1&+$�#,/��0&���� &Ɯ �4%"/"�%"�4�0�/"0-,+0&�)"� #,/�marketing and product strategy across Sony Ericsson’s various portfolios, overseeing product, marketing communication, public relations, market intelligence, channel marketing and go-to-market implementation for all mobile phones, accessories and services within the region.

Prior to leaving Sony Ericsson, Mr Ang was promoted to Hub GM for Singapore, Malaysia and Indonesia where he was responsible #,/� �))� ,-"/�1&,+0Ǿ� -/,Ɯ1� �+!� ),00Ǿ� �+!� 201,*"/� /")�1&,+0%&-0ǽ�He also spearheaded the drive to increase Android market share in these markets and it was under his leadership when Sony Ericsson set sight on becoming the company with the most entertaining smartphone.

Mr. Ang holds a Bachelor of Engineering (Honours) in Electrical and Electronic from Loughborough University of Technology, UK. He was awarded the Overseas Research Student award for PhD Studies.

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c o r p o r a t e p r o f i l e

Polaris Limited țȊ�,)�/&0ȋȜ�&0����&+$�-,/"Ȓ��0"!�%,)!&+$� ,*-�+6��+!�&0�)&01"!�,+�1%"��&+$�-,/"��5 %�+$"��" 2/&1&"0��/�!&+$��&*&1"!�țȊ��Ȓ��ȋȜǽ��,)�/&0� &0�� 1&3"�&+�1%"�!&01/&�21&,+��+!�/"1�&)�,#�smart mobile devices and lifestyle electronics in Asia, with extensive operations in Singapore, as well as in Asian countries including Cambodia, Indonesia, Malaysia, Myanmar, Philippines and Thailand. The Group has structured its operations into 3 main strategic business segments:

Distribution

Polaris distributes mobile devices and accessories through Southeast Asia. It has established strong relationships with many global brands such as Apple, Blackberry, HTC, HP, Huawei, InFocus, LG, Lenovo, Nokia, Samsung, Sony, and Xiaomi, etc.

Polaris has been appointed as the exclusive distributor of InFocus for distribution into markets such as Singapore, Malaysia, Thailand, Vietnam, Philippines and Cambodia.

Lifestyle

�,)�/&0�,ƛ"/0���4&!"�/�+$"�,#�1%"�)�1"01�*,�&)"�!"3& "0Ǿ� ,+02*"/�")" 1/,+& 0��+!�� "00,/&"0�3&��our network of retail outlets in Singapore.

We have strong working relationships with several leading technology brands and help make their products available to consumers throughout Singapore. Polaris was appointed an Apple Premium Reseller, Lenovo Business Partner and Sony Business Partner.

Polaris has a strategic e-commerce platform with Shopdeca which serves South East Asia markets, from wholesale of mobile communications to lifestyle products.

�,)�/&0ȉ0�&+Ȓ!"-1%� ,/-,/�1"�(+,4)"!$"�0"/3"0� ,/-,/�1"� )&"+10�4&1%��+�"ƛ& &"+1��Ǘ��!&01/&�21&,+ǽ�Our corporate clients include Singapore Airlines, Holiday Inn, Standard Chartered Bank and Australia and New Zealand Bank (ANZ), amongst others.

Telecommunication

This segment focuses on operating retail business, providing high-quality products and services ,ƛ"/"!��6��&+$1")�/,2-ǽ��,)�/&0�4�0��--,&+1"!��&+$1")��)�1&+2*���/1+"/Ǿ��"&+$�1%"�)�/$"01��&+$1")�Exclusive Retailer chain in Singapore.

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09

k e y m a n a g e m e n t

Mr. Chan Jwee Heng, Kenn�"�!�,#��2*�+��"0,2/ "��+!�"+"/�)��ƛ�&/0

Mr. Chan was appointed as HR and Admin Manager on 27 May 2013. He is responsible for the overall HR and Admin services, policies and programs for the Company and its subsidiaries.

Mr. Chan was with a US based company from 1994 to 2013. He was a Senior Manager that accounted for the business relationship with the company’s key corporate accounts to ensure continual organic growth. He also carried the role of a General Manager to oversee the operational functions of the company.

Mr. Chan was well respected by the principal, customers and also the company as a meticulous person with a strong ability to address matters proactively. He had proven records in coping ,+Ɲ& 1&+$�-,&+10�,#�3&"4Ǿ�!"*,+01/�1"�!&0 /"1&,+Ǿ�&+1"$/&16Ǿ�#�&/Ȓmindedness, and possessed a persuasive, congenial personality.

Mr. Chan graduated with a Bachelor of Science (Honours) in Management Studies from University of London.

Mr. Lim Chee KeongHead of Operations

Mr. Lim Chee Keong joined the company on 12 Oct 2012 as Operations Manager. He is responsible for the overall operations of the Company and its subsidiaries.

When the Company entered into a distributor agreement with Singtel on April 2013, he was tasked to setup, integrate and manage the newly incorporated subsidiary into the Group.

Prior to joining the Group, Mr. Lim was the Launch Execution Manager for Sony Mobile Communications from 2005 to 2012. He was responsible for the launch of Sony Mobile’s products for Asia �� &Ɯ � ,2+1/&"0Ǿ� ,3"/&+$�ǖǘ� ,2+1/&"0��+!�02--,/1&+$�,3"/�ǙǕ�mobile operators and customers. During the earlier phase of his career, he spent 7 years working as a Systems Engineer. During this period, he provided technical support telecommunications systems, ranging from small telephone exchange to mission-critical communications systems.

�/ǽ��&*�01�/1"!�%&0�-/,#"00&,+�)� �/""/��0����ǔ��0,ƞ4�/"�"+$&+""/��ƞ"/� ,*-)"1&+$�%&0��� %"),/�!"$/""ǽ

Mr. Lim graduated with a Bachelor of Engineering (Honours) in Electrical & Electronic, from Loughborough University of Technology, UK.

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c o r p o r a t e s t r u c t u r e

25.84% Standard Chartered

Private Equity Limited

100% Polaris Device Pte. Ltd.

30% XMI Pte. Ltd. *

46.52% Tres Maria Capital Ltd.

70% Polaris KKC Holdings

Pte. Ltd.

67% CM Polaris Pte. Ltd.

100% Polaris Network Pte. Ltd.

14.87% PT SL Trio

100% Polaris Digimedia Pte. Ltd.

19% Shopdeca Pte. Ltd. **

100% Polaris Telecom Pte. Ltd.

1.91% Sugiono Wiyono Sugialam

100% Polaris Explorer Pte. Ltd.

47% Polaris Gold Co., Ltd.

(Thailand)

44.88% PT Trikomsel Oke Tbk.

40% Polaristitans Philippines

Inc.100% Polaris TMT Ltd.

(Hong Kong)

10.41% Public

* Option to increase up to 45%

** Option to increase up to 33%

100% Polaris Maju Sdn. Bhd.

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11

Myanmar

Thailand

Cambodia

Indonesia

Philippines

Malaysia

Singapore

Store presence

1 Polaris Store

Cambodia

431 Oke Stores

116 Global Teleshop

Indonesia

19 e-city Stores

Myanmar

1 Apple premium Reseller Store3 Lenovo Stores18 Singtel Stores

Singapore

o u r c o v e r a g e

Polaris Ltd. Annual Report 2015

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12

o p e r a t i o n s a t a g l a n c e

The Group has had an exciting and challenging FY2015. Through the year, we have relentlessly focused on strengthening our retail and regional footprint, enhancing our product range and optimising our operational processes. This has been the strategy since 2010 and with unwavering perseverance, we are reaping results even in a tough market environment.

Rising rental costs and the tightening of labour continue to be the main challenges that the Group faces. As expected, retail rental rates contributed to higher operating costs, while a tight labour market resulted in a manpower crunch.

�%"�/,2-� ,+1&+2"!�,+�4&1%�&10�"ƛ,/10�1,�,-1&*&0"�"ƛ& &"+ &"0�to mitigate rising costs. These include outsourcing, productivity "+%�+ "*"+1� "ƛ,/10� �+!� ,+0,)&!�1&,+� ,#� /&1& �)� #2+ 1&,+0ǽ��+�1%"�6"�/Ǿ�4"�%�3"��)0,�"5-�+!"!�,2/�-/,!2 1�,ƛ"/&+$0�4&1%�the investment into XMI, makers of the award winning X-mini™. X-mini™ is a pioneer and leader in the world of portable audio technology, striking the perfect balance of portability and uncompromising sound quality. Conceptualised, developed and commercialised in-house in Singapore, X-mini™ has continually 0"1�+"4�&+!201/6�01�+!�/!0�&+�1%"�Ɯ")!�,#�-,/1��)"�0,2+!ǽ

Operating Segments

In FY2015, the Group carried out further consolidation to our business units to sharpen focus on our areas of strengths. We now operate primarily in three business segments, namely:

Distribution – where the Group distributes devices gadgets and accessories;

Lifestyle – where the Group operates exclusive concept stores for Apple, Lenovo and Sony; and

Telecommunications – where the Group operates a chain of retail outlets for Singtel.

By tapping on our operational track record, deep expertise and wide experience in the electronic and telecommunication industry, we have been quick to adapt and rise to meet the demands of the market.

Lifestyle

Formerly known as the Group’s Consumer Electronics segment, the Lifestyle segment is by far, the most regionalised of our

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13

business segments. The Lifestyle business unit’s diversity in product lines and geography allows us to hedge against a downturn in any particular country, and grow with the region.

As a premium reseller of Apple products, this segment was boosted by the launch of new Apple products, such as the iPhone 6, iPhone 6+ and Apple Watch in 2015. The Group also continued to work with our other marque brands, Lenovo and Sony, 1,� "+02/"� �� 4&!"� 3�/&"16� ,#� -/,!2 1� ,ƛ"/&+$0� #,/�consumers, and establish ourselves as a premier full suite provider of electronic products in the region.

Telecommunications

The Telecommunications segment is our partnership with Singtel to operate Singtel retail outlets. We have continued to expand in this segment by identifying new strategic areas to site our stores, and together 4&1%� ,2/� "5&01&+$� ,+"0Ǿ� ,ƛ"/� "51"+0&3"� ,3"/�$"� &+�the Singapore market. Today, we are the largest distributor for Singtel with 18 stores island-wide.

Distribution

The Distribution segment oversees the distribution devices, gadgets and accessories. The strategy for the unit has always been to leverage economies of 0 �)"��+!�"+%�+ "�,-"/�1&,+�)�"ƛ& &"+ &"0Ǿ��0�4"))�as grow our networks in the region. This strategy has continued unabated and is a sound one, as we continue to diversify and ensure the resilience of our business.

Some headwinds in the segment include rising transport costs, as well as a challenging market.

Looking forward, the Group continues to see Singapore as its primary and anchor market, from which we will regionalise and expand. In addition, 4"� ),,(� 1,� "+%�+ "� ,2/� ,ƛ"/&+$0� �6� �11/� 1&+$�1%"� �"01� 1�)"+1� 1%"/"� &0� ,+� ,ƛ"/� &+� 1%"� &+!201/6�and to ensure that our business units are well resourced to meet any challenges, and capture arising opportunities. Finally, we are always on the lookout for new products and services that we can bring to the market.

Overcoming rising rental and labour costs are key 1,� "+02/&+$� 1%�1� ,2/� ,-"/�1&,+0� /"*�&+� "ƛ& &"+1��+!�-/,Ɯ1��)"ǽ��"�4&))� ,+1&+2"� 1,� 01/"�*)&+"��+!�enhance operationally in the coming FY.

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Polaris Ltd. Annual Report 2015

14

e-city Myanmar Apple Singapore

Lenovo Singapore

Lenovo Singapore Singtel Singapore

Lenovo Singapore

o u r s t o r e s

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15

s i n g t e l s t o r e s

People’s Park

Tampines Mart

East Link Mall

Nex

Blk 826 Tampines St

Funan Digitalife Mall

Paya Lebar Square

�)&ƛ,/!��"+1/"

Loyang Point

City Square Mall Kovan Heartland Mall

Hougang 1

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16

c o r p o r a t e i n f o r m a t i o n

Board of Directors

Tan Chung Yaw, RichardNon-Executive Chairman

Ang Chuan Hui, Peter �5" 21&3"��&/" 1,/��+!��%&"#��5" 21&3"��ƛ& "/

Juliana Julianti Samudro�5" 21&3"��&/" 1,/��+!��%&"#�&+�+ &�)��ƛ& "/

Sugiono Wiyono Sugialam Non-Executive Director

Ong Kok WahIndependent Non-Executive Director

Audit Committee

Tan Chung Yaw, RichardChairman

Sugiono Wiyono Sugialam

Ong Kok Wah

Remuneration Committee

Tan Chung Yaw, RichardChairman

Sugiono Wiyono Sugialam

Ong Kok Wah

Nominating Committee

Ong Kok WahChairman

Tan Chung Yaw, Richard

Sugiono Wiyono Sugialam

Company Secretary

Teo Meng Keong, ACIS

�"$&01"/"!��ƛ& "

81 Ubi Avenue 4#03-11 UB.OneSingapore 408830Tel : +65 6309 9088 Fax: +65 6305 0489 Website: WeArePolaris.com

Solicitor

Stamford Law Corporation10 Collyer Quay#27-00 Ocean Financial CentreSingapore 049315

Continuing Sponsor

Stamford Corporate Services Pte Ltd10 Collyer Quay#27-00 Ocean Financial CentreSingapore 049315

Share Registrar

M&C Services Private Limited112 Robinson Road#05-01Singapore 068902

Auditor

Ernst and Young LLP�+"���ƛ)"0��2�6#18-00 North TowerSingapore 048583Partner-in-Charge: Tan Chwee Peng (Date of �--,&+1*"+1�0&+ "�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ�December 2015)

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Polaris Ltd. Annual Report 2015

17

f i n a n c i a l c o n t e n t s

18 Corporate Governance Report

37 Directors' Statement

41 Independent Auditor’s Report

44 Consolidated Income Statement

45 Consolidated Statement of Comprehensive Income

46 Balance Sheets

47 Statement of Changes in Equity

50 Consolidated Cash Flow Statement

52 Notes to the Financial Statement

107 Statistic of Shareholdings

110 Notice of Annual General Meeting

Proxy Form

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Polaris Ltd. Annual Report 2015

18

Polaris Ltd. (the “Company”) is fully committed to maintaining high standards of corporate governance within the Company and its subsidiaries (the “Group”). The Board of Directors (the ”Board”) recognises the importance of good corporate governance and the ,ƛ"/&+$�,#�%&$%�01�+!�/!0�,#�� ,2+1��&)&16�1,�1%"�0%�/"%,)!"/0ǽ�

�%&0�/"-,/1�,21)&+"0�1%"��,*-�+6ȉ0� ,/-,/�1"�$,3"/+�+ "�-/, "00"0��+!�� 1&3&1&"0�4&1%�0-" &Ɯ �/"#"/"+ "�1,�1%"��,!"�,#��,/-,/�1"�Governance 2012 (the “Code”). The Company is generally in compliance with the principles and guidelines as set out in the Code and in areas where there are deviations from the Code, appropriate explanations are provided within this report. The Board considers 1%�1�1%"��)1"/+�1&3"� ,/-,/�1"�$,3"/+�+ "�-/� 1& "0��/"�02ƛ& &"+1�1,�*""1�1%"�2+!"/)6&+$�,�'" 1&3"�,#�1%"��,!"ǽ

BOARD MATTERS

The Board’s Conduct of its Affairs

�/&+ &-)"� ǖǿ� �3"/6� ,*-�+6� 0%,2)!� �"� %"�!"!� �6� �+� "ƛ" 1&3"� �,�/!� 1,� )"�!� �+!� ,+1/,)� 1%"� ,*-�+6ǽ� �%"� �,�/!� &0� ,))" 1&3")6�/"0-,+0&�)"�#,/�1%"�),+$Ȓ1"/*�02 "00�,#�1%"� ,*-�+6ǽ��%"��,�/!�4,/(0�4&1%���+�$"*"+1�1,�� %&"3"�1%&0�,�'" 1&3"��+!���+�$"*"+1�/"*�&+0�� ,2+1��)"�1,�1%"��,�/!

The Board manages the Group in the best interests of shareholders as well as the interest of other stakeholders and pursues the continual enhancement of the long-term shareholder value. Besides carrying out its statutory responsibilities, the Board’s role is to:

a. set the overall business direction of the Group, with particular focus on business expansion and synergies;

�ǽ� ,3"/0""�1%"�-/, "00"0�,#�"3�)2�1&+$�1%"��!".2� 6�,#�&+1"/+�)� ,+1/,)0Ǿ�/&0(�*�+�$"*"+1Ǿ�Ɯ+�+ &�)�/"-,/1&+$��+!� ,*-)&�+ "Ȁ

ǽ� �--/,3"�*�',/�&+3"01*"+1��+!�!&3"01*"+1�-/,-,0�)0Ǿ�*�1"/&�)�� .2&0&1&,+0��+!�!&0-,0�)�,#��00"10Ǿ�*�',/� ,/-,/�1"�-,)& &"0�,+�key operations, annual budget, the release of the Group’s half year and full year results and interested person transactions of a material nature;

!ǽ� &!"+1&#6�1%"�("6�01�("%,)!"/�$/,2-0��+!�/" ,$+&0"�1%�1�1%"&/�-"/ "-1&,+0��ƛ" 1�1%"��,*-�+6ȉ0�/"-21�1&,+Ȁ

e. assume corporate governance practices directly or through the respective Committees; and

f. consider sustainability issues e.g. environmental and social factors, as part of its strategic formulation.

�))�!&/" 1,/0�"5"/ &0"�!2"�!&)&$"+ "��+!�&+!"-"+!"+1�'2!$*"+1Ǿ��+!��/"�,�)&$"!�1,�� 1�&+�$,,!�#�&1%��+!� ,+0&!"/��1��))�1&*"0�1%"��"01�interests of the Company.

�,� �00&01� 1%"� �,�/!� &+� "5" 21&+$� &10� /"0-,+0&�&)&1&"0Ǿ� 1%"� �,�/!� %�0� !")"$�1"!� 0-" &Ɯ � #2+ 1&,+0� 1,� 1%"� �2!&1� �,**&11""� țȊ��ȋȜǾ�Nominating Committee (“NC”) and Remuneration Committee (“RC”) (together “Board Committees” and each a “Board Committee”). Each of these Board Committees has its own written terms of reference and its actions are reported to and monitored by the Board. Minutes of the Board Committee meetings are available to all Board members.

�%"��,�/!�%�0�%")!�*""1&+$0�#,/�-�/1& 2)�/��+!�0-" &Ɯ �*�11"/0��0��+!�4%"+�/".2&/"!ǽ��%"��,*-�+6ȉ0��/1& )"0�,#��00, &�1&,+��)),4���board meeting to be conducted by means of conference telephones or similar communications equipment.

��/" ,/!�,#�1%"�!&/" 1,/0ȉ��11"+!�+ "��1�*""1&+$0�,#��,�/!��+!��,�/!��,**&11""0�#,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ�țȊ�ǗǕǖǚȋȜǾ��0�4"))��0�#/".2"+ 6�,#�02 %�*""1&+$0Ǿ�&0�0"1�,21�&+����)"�ǖǽ

C o r p o r a t e G o v e r n a n c e R e p o r t

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19

The Company has adopted a set of Approving Authority & Limit Guidelines (“Guidelines”), setting out the level of authorisation required #,/�0-" &Ɯ"!�1/�+0� 1&,+0Ǿ�&+ )2!&+$�1%,0"�1%�1�/".2&/"��,�/!��--/,3�)ǽ��+!"/�1%"�2&!")&+"0Ǿ�+"4�&+3"01*"+10�,/�!&3"01*"+10��+!��))� ,**&1*"+10�1,���+(&+$�#� &)&1&"0�$/�+1"!��6�Ɯ+�+ &�)�&+01&121&,+0�1,�1%"��,*-�+6�/".2&/"�1%"��--/,3�)�,#�1%"��,�/!ǽ

On directors’ training, the Group has instituted an orientation program for new directors to familiarise them with the Group’s core business and governance practices. Directors are also given an opportunity to visit the Group’s operational facilities and meet 4&1%�*�+�$"*"+1�01�ƛ�ț1%"�Ȋ��+�$"*"+1ȋȜ�1,�,�1�&+����"11"/�2+!"/01�+!&+$�,#�1%"�/,2-ȉ0�%&01,/6Ǿ��20&+"00�,-"/�1&,+0Ǿ�-,)& &"0Ǿ�01/�1"$& �-)�+0��+!�,�'" 1&3"0ǽ��&/" 1,/0��+!�0"+&,/�"5" 21&3"0��/"�"+ ,2/�$"!�1,��11"+!�/")"3�+1�1/�&+&+$�1,�"+%�+ "�1%"&/�0(&))0��+!�(+,4)"!$"Ǿ�-�/1& 2)�/)6�,+�+"4�)�40��+!�/"$2)�1&,+0��ƛ" 1&+$�1%"�/,2-ȉ0�,-"/�1&,+0ǽ

All directors are provided with regular updates on changes in the relevant laws and regulations to enable them to make well-informed decisions and to ensure that the directors are competent in carrying out their expected roles and responsibilities. The directors are �4�/"�,#�1%"�/".2&/"*"+10�&+�/"0-" 1�,#�!&0 ),02/"�,#�&+1"/"010�&+�0" 2/&1&"0Ǿ�!&0 ),02/"�,#� ,+Ɲ& 10�,#�&+1"/"01�&+�1/�+0� 1&,+0�&+3,)3&+$�the Company, prohibition on dealings in the Company’s securities and restrictions on the disclosure of price-sensitive information.

A formal letter is sent to newly-appointed directors upon their appointment explaining their duties and obligations as directors. New directors, upon appointment, will also be briefed on their duties and obligations as directors. The directors are also informed of /"$2)�1,/6� %�+$"0�&+&1&�1"!��6�,/��ƛ" 1&+$�1%"��,*-�+6ǽ

The Company has an on-going budget for all directors to attend appropriate courses, seminars and conferences for them to stay abreast of the relevant business developments. These include programmes run by the Singapore Institute of Directors or other training institutions.

Board Composition and Guidance

�/&+ &-)"� Ǘǿ� �%"/"� 0%,2)!� �"� �� 01/,+$� �+!� &+!"-"+!"+1� ")"*"+1� ,+� 1%"� �,�/!Ǿ�4%& %� &0� ��)"� 1,� "5"/ &0"� ,�'" 1&3"� '2!$"*"+1� ,+� ,/-,/�1"��ƛ�&/0�&+!"-"+!"+1)6Ǿ�&+�-�/1& 2)�/Ǿ�#/,*���+�$"*"+1��+!�ǖǕʢ�0%�/"%,)!"/0ǽ��,�&+!&3&!2�)�,/�0*�))�$/,2-�,#�&+!&3&!2�)0�0%,2)!��"��)),4"!�1,�!,*&+�1"�1%"��,�/!Ȇ0�!" &0&,+�*�(&+$ǽ

�%"��,�/!� ,*-/&0"0�Ɯ3"�!&/" 1,/0�,#�4%,*�14,��/"� &+!"-"+!"+1�+,+Ȓ"5" 21&3"�!&/" 1,/0� țȇ����0ȇȜǾ�,+"�+,+Ȓ&+!"-"+!"+1�+,+Ȓ"5" 21&3"�!&/" 1,/�țȇ�����ȇȜ��+!�14,�"5" 21&3"�!&/" 1,/0ǽ���%"���� ,+!2 1"!�&10��++2�)�/"3&"4�,#�1%"�!&/" 1,/0ȉ�&+!"-"+!"+ "��+!�4�0�0�1&0Ɯ"!�1%�1�1%"��,*-�+6� ,*-)&"0�4&1%�1%"�$2&!")&+"0�,#�1%"��,!"�&+ )2!&+$�1%"�$2&!")&+"�1%�1��1�)"�01�,+"Ȓ1%&/!�,#�1%"��,�/!�is made up of independent directors.

A summary of the current composition of the Board and its committee is set out in Table 2.

�%"� �%�&/*�+� ,#� 1%"� �,�/!� �+!� 1%"� �%&"#� �5" 21&3"� �ƛ& "/� țȊ���ȋȜ� &0� +,1� 1%"� 0�*"� -"/0,+ǽ� �%"� �%�&/*�+� ,#� 1%"� �,�/!� &0� �+�independent director who is not part of the management team nor is he an immediate family member of the CEO.

�%"���Ǿ�4%& %�/"3&"40�1%"�&+!"-"+!"+ "�,#�"� %�!&/" 1,/�,+��+��++2�)���0&0Ǿ��!,-10�1%"��,!"ȉ0�!"Ɯ+&1&,+�,#�4%�1� ,+01&121"0��+�independent director as well as the respective director’s self-declaration in the statement of director’s independence.

The Company has no independent non-executive director who has served on the Board beyond nine years.

The Board is of the view that its current size is appropriate, taking into account the nature and the scope of operations of the Group.

The Board recognises the importance of an appropriate balance and diversity of skills, experience, gender, knowledge and professional .2�)&Ɯ �1&,+0�&+��2&)!&+$��+�"ƛ" 1&3"��,�/!ǽ�,/�1%&0�-2/-,0"Ǿ�1%"����/"3&"40�1%"��,�/!ȉ0� ,))" 1&3"�0(&))0�*�1/&5�/"$2)�/)6ǽ

C o r p o r a t e G o v e r n a n c e R e p o r t

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20

�0���/,2-Ǿ�1%"�!&/" 1,/0��/&+$�4&1%�1%"*����/,�!�/�+$"�,#�"5-"/1&0"��+!�"5-"/&"+ "�&+��/"�0�02 %��0�� ,2+1&+$Ǿ�Ɯ+�+ "Ǿ��20&+"00�and management experience, industry knowledge, strategic planning and customer-based experience and knowledge. The diversity ,#�1%"�!&/" 1,/0ȉ�"5-"/&"+ "��)),40�#,/�1%"�20"#2)�"5 %�+$"�,#�&!"�0��+!�3&"40ǽ��%"�-/,Ɯ)"�,#��))��,�/!�*"*�"/0�&0�0"1�,21�&+�1%"�0" 1&,+�entitled ‘Board of Directors’.

The non-executive directors' aim is to assist in the development of proposals on strategy by constructively challenging Management. The non-executive directors would also review the performance of Management in meetings.

Where warranted, the non-executive directors meet without the presence of the executive directors or Management to review any matters that must be raised privately.

Chairman and Chief Executive Officer

�/&+ &-)"�ǘǿ���%"/"�0%,2)!��"��� )"�/�!&3&0&,+�,#�/"0-,+0&�&)&1&"0��"14""+�1%"�)"�!"/0%&-�,#�1%"��,�/!��+!�1%"�"5" 21&3"0�/"0-,+0&�)"�#,/�*�+�$&+$�1%"� ,*-�+6Ȇ0��20&+"00ǽ��,�,+"�&+!&3&!2�)�0%,2)!�/"-/"0"+1��� ,+0&!"/��)"� ,+ "+1/�1&,+�,#�-,4"/ǽ

The Board has adopted the recommendation of the Code to have separate persons appointed as Chairman and the CEO. This is to ensure an appropriate balance of power, increased accountability and greater capacity of the Board for independent decision-making.

�%"��,�/!�&0�,#�1%"�3&"4�1%�1�1%"/"��/"�02ƛ& &"+1�0�#"$2�/!0��+!� %" (0�1,�"+02/"�1%�1�1%"�-/, "00�,#�!" &0&,+�*�(&+$��6�1%"��,�/!�&0�&+!"-"+!"+1��+!���0"!�,+� ,))" 1&3"�!" &0&,+0�4&1%,21��+6�&+!&3&!2�)�"5"/ &0&+$��+6� ,+0&!"/��)"�-,4"/�,/�&+Ɲ2"+ "ǽ�2/1%"/Ǿ�1%"�AC, RC and NC are chaired by independent directors.

Mr. Tan Chung Yaw, Richard (“Mr. Tan”) is currently the Chairman of the Board (the “Chairman”), whilst Mr. Ang Chuan Hui, Peter (“Mr. �+$ȋȜ�#2)Ɯ))0�1%"�/,)"�,#�1%"�����,#�1%"��,*-�+6��0�-�/1�,#�1%"��,*-�+6ȉ0�-)�+0�#,/�+"4�!&/" 1&,+�,#�1%"��,*-�+6ǽ��/ǽ��+$�-)�60��+�instrumental role in developing the business of the Group and provides the Group with strong leadership and strategic vision. He manages the businesses of the Company and implements the Board’s decisions. He also ensures that the directors are kept updated and informed of the Group’s businesses and developments.

As Chairman, Mr. Tan is responsible for, amongst other things, exercising control over the quality, quantity and timeliness of the Ɲ,4�,#�&+#,/*�1&,+��"14""+�1%"���+�$"*"+1��+!�1%"��,�/!Ǿ��+!�"+02/&+$� ,*-)&�+ "�4&1%�1%"��,*-�+6ȉ0�$2&!")&+"0�,+� ,/-,/�1"�governance.

The Chairman is also responsible for representing the Board to the shareholders, ensuring that Board meetings are held when +" "00�/6Ǿ�0"11&+$�1%"��,�/!�*""1&+$��$"+!��&+� ,+02)1�1&,+�4&1%�1%"��%&"#�&+�+ &�)��ƛ& "/��+!ȡ,/��,*-�+6��" /"1�/6Ǿ�� 1&+$��0�facilitator at Board meetings and maintaining regular dialogue with the Management on all operational matters. At annual general meetings and other shareholders’ meetings, the Chairman ensures constructive dialogue between shareholders, the Board and the Management.

There is no necessity to appoint a lead independent director.

As a good corporate governance practice, Mr. Tan has volunteered to retire as Director and Non-Executive Chairman of the Company �1�1%"� ,+ )20&,+�,#�1%"�#,/1% ,*&+$����!2"�1,�-,00&�)"� ,+Ɲ& 1�,#�&+1"/"010ǽ��%"��,*-�+6�4&))��--,&+1���+"4��%�&/*�+�4%,�4&))��"��+��+!"-"+!"+1��+!��,+Ȓ�5" 21&3"��&/" 1,/�1,�Ɯ))�1%"�3� �+ 6ǽ��%"����&0�&+�1%"�*&!01�,#�&!"+1&#6&+$���02&1��)"� �+!&!�1"��+!�4&))�announce this new appointment pursuant to the requirements. Section B of the SGX-ST Listing Manual (Rules of Catalist).

C o r p o r a t e G o v e r n a n c e R e p o r tC o r p o r a t e G o v e r n a n c e R e p o r t

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21

Board Membership

�/&+ &-)"�Ǚǿ��%"/"�0%,2)!��"���#,/*�)��+!�1/�+0-�/"+1�-/, "00�#,/�1%"��--,&+1*"+1��+!�/"Ȓ�--,&+1*"+1�,#�!&/" 1,/0�1,�1%"��,�/!ǽ

�%"���Ǿ�/"$2)�1"!��6���0"1�,#�4/&11"+�1"/*0�,#�/"#"/"+ "Ǿ� ,*-/&0"0�1%/""�*"*�"/0Ǿ���*�',/&16�,#�4%,*Ǿ�&+ )2!&+$�1%"��%�&/*�+Ǿ��/"�independent non-executive directors. The NC meets at least once a year. The members of the NC are as follows:

1. Mr. Ong Kok Wah (Chairman, INED)

2. Mr. Tan Chung Yaw, Richard (INED)

ǘǽ� �/ǽ��2$&,+,��&6,+,��2$&�)�*�ț�����Ȝ

The principal functions of the NC is to establish a formal and transparent process for:

�ǽ� /"3&"4&+$�+,*&+�1&,+0�,#�+"4�!&/" 1,/��--,&+1*"+10���0"!�,+�0")" 1&,+� /&1"/&��02 %��0�1%"�&+ 2*�"+1ȉ0� /"!"+1&�)0��+!�%&0ȡher skills and contributions required by the Company;

b. reviewing and recommending to the Board the re-election of directors in accordance with the Company’s Articles of Association;

c. determining annually whether a director is “independent”, guided by the independent guidelines contained in the Code;

!ǽ� !" &!&+$� 4%"1%"/� �� !&/" 1,/� &0� ��)"� 1,� �+!� %�0� �!".2�1")6� �//&"!� ,21� %&0ȡ%"/� !21&"0� �0� �� !&/" 1,/� ,#� 1%"� �,*-�+6Ǿ� &+�-�/1& 2)�/�4%"1%"/�1%"�!&/" 1,/0� ,+ "/+"!�%�3"�*2)1&-)"��,�/!�/"-/"0"+1�1&,+0�,/�&#�1%"6��/"�&+� ,+Ɲ& 1�4&1%�1%"�&+1"/"01�,#�the Company; and

"ǽ� !" &!&+$�%,4�1%"��,�/!ȉ0�-"/#,/*�+ "�*�6��"�"3�)2�1"!��+!�-/,-,0"�,�'" 1&3"�-"/#,/*�+ "� /&1"/&�ǽ

In accordance with the Company’s Articles of Association, one third, or if their number is not a multiple of three, the number nearest to ,+"Ȓ1%&/!�,#�1%"�!&/" 1,/0��/"�/".2&/"!�1,�/"1&/"�#/,*�,ƛ& "��6�/,1�1&,+��1�"� %��++2�)�"+"/�)��""1&+$�țȊ��ȋȜǾ�ț-/,3&!"!�1%�1�+,�!&/" 1,/�%,)!&+$�,ƛ& "��0�*�+�$&+$�!&/" 1,/Ǿ�0%�))��"�02�'" 1�1,�/"1&/"*"+1��6�/,1�1&,+�,/��"�1�("+�&+1,�� ,2+1�&+�!"1"/*&+&+$�1%"�+2*�"/�,#�!&/" 1,/0�1,�/"1&/"Ȝǽ��"4)6��--,&+1"!�!&/" 1,/0�4&))�%,)!�,ƛ& "�,+)6�2+1&)�1%"�+"51����#,)),4&+$�1%"&/��--,&+1*"+10��+!�they shall be eligible for re-election. Such directors are not taken into account in determining the number of directors who are to retire by rotation at that meeting.

The NC had recommended to the Board that Ms. Juliana Julianti Samudro will be nominated for re-election at the forthcoming AGM in accordance with Article 86 of the Company’s Articles of Association. Mr. Tan Chung Yaw, Richard has volunteered to retire as Director and �,+Ȓ�5" 21&3"��%�&/*�+�,#�1%"��,*-�+6��1�1%"� ,+ )20&,+�,#�1%"�#,/1% ,*&+$����!2"�1,�-,00&�)"� ,+Ɲ& 1�,#�&+1"/"010ǽ �+�*�(&+$� 1%"� /" ,**"+!�1&,+0Ǿ� 1%"� ��� "3�)2�1"0� 1%"� !&/" 1,/ȉ0� ,+1/&�21&,+� �+!� -"/#,/*�+ "Ǿ� 02 %� �0� %&0ȡ%"/� �11"+!�+ "� �1�meetings of the Board or Board Committees, where applicable, participation, candor and any special contributions. The Board has � "-1"!�1%"���ȉ0�/" ,**"+!�1&,+��+!�� ,/!&+$)6Ǿ�1%"���,3"Ȓ*"+1&,+"!�!&/" 1,/0�4&))��"�,ƛ"/&+$�1%"*0")3"0�#,/�/"Ȓ")" 1&,+��1�1%"�forthcoming AGM. Each member of the NC has abstained from reviewing and approving his own re-election.

C o r p o r a t e G o v e r n a n c e R e p o r tC o r p o r a t e G o v e r n a n c e R e p o r t

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The NC reviews annually the independence declarations made by the Company’s independent non-executive directors based on the criterion of independence under the guidelines provided in the Code. The NC has reviewed the independence of each director for �ǗǕǖǚ�&+�� ,/!�+ "�4&1%�1%"��,!"ȉ0�!"Ɯ+&1&,+�,#�&+!"-"+!"+ "��+!�&0�0�1&0Ɯ"!�1%�1��/ǽ���+��%2+$���4Ǿ��& %�/!��+!��/ǽ��+$��,(�Wah remain as independent directors of the Company.

The NC and the Board are of the standpoint that setting a maximum number of listed company board representations would not be meaningful as the contributions of the directors would depend on many other factors such as whether they are in full time employment and their other responsibilities or principal commitments. In addition, the board representations presently held by its directors do not impede the performance of their duties to the Company.

�,14&1%01�+!&+$�1%�1�0,*"�,#�1%"�!&/" 1,/0�%�3"�*2)1&-)"��,�/!�/"-/"0"+1�1&,+0Ǿ�1%"����&0�0�1&0Ɯ"!�1%�1�02ƛ& &"+1�1&*"��+!��11"+1&,+��/"��"&+$�$&3"+��6�1%"�!&/" 1,/0�1,�1%"��ƛ�&/0�,#�1%"��,*-�+6��+!�"� %�!&/" 1,/�&0���)"�1,��+!�%�0��""+��!".2�1")6� �//6&+$�,21�%&0ȡher duties as a director of the Company.

No alternate director has been appointed to the Board.

�%"���� &0� /"0-,+0&�)"� #,/� &!"+1&#6&+$��+!� /" ,**"+!&+$�+"4��,�/!�*"*�"/0� 1,� 1%"��,�/!Ǿ��ƞ"/� ,+0&!"/&+$� 1%"�+" "00�/6��+!�desirable competencies of the candidates which include;

�ǽ� � �!"*& ��+!�-/,#"00&,+�)�.2�)&Ɯ �1&,+0Ȁ

b. industry experience;

c. number of other directorships;

d. relevant experience as a director; and

e. ability and adequacy in carrying out required tasks.

The NC leads the process for board appointments and makes recommendations to the Board. The integrated process of appointment includes:

a. developing a framework on desired competencies and diversity on board;

b. assessing current competencies and diversity on board;

ǽ� !"3"),-&+$�!"0&/"!�-/,Ɯ)"0�,#�+"4�!&/" 1,/0Ȁ

d. initiating search for new directors including external search, if necessary;

e. shortlist and interview potential director candidates;

f. recommending appointments and retirements to the Board; and

g. election at general meeting.

Key information of each member of the Board can be found under the ‘Board of Directors’ section of this Annual Report.

�%"�!�1"�,#�1%"�!&/" 1,/0ȉ�&+&1&�)��--,&+1*"+1��+!�)�01�/"Ȓ")" 1&,+��+!�1%"&/�!&/" 1,/0%&-0��/"�0%,4+�&+����)"�ǘǽ

C o r p o r a t e G o v e r n a n c e R e p o r t

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Polaris Ltd. Annual Report 2015

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Board Performance

�/&+ &-)"�ǚǿ���%"/"�0%,2)!��"���#,/*�)��++2�)��00"00*"+1�,#�1%"�"ƛ" 1&3"+"00�,#�1%"��,�/!��0���4%,)"��+!�&10��,�/!� ,**&11""0��+!�1%"� ,+1/&�21&,+��6�"� %�!&/" 1,/�1,�1%"�"ƛ" 1&3"+"00�,#�1%"��,�/!ǽ

�%"��,�/!�%�0Ǿ�1%/,2$%�1%"���Ǿ�&*-)"*"+1"!��+��++2�)�"3�)2�1&,+�-/, "00�1,��00"00�1%"�"ƛ" 1&3"+"00�,#�1%"��,�/!��0���4%,)"��+!�the contribution of each individual director. The NC is also responsible for deciding how the Board’s performance may be evaluated �+!�-/,-,0"0�,�'" 1&3"�-"/#,/*�+ "� /&1"/&��#,/�1%"��,�/!ȉ0��--/,3�)��+!�&*-)"*"+1&+$� ,/-,/�1"�$,3"/+�+ "�*"�02/"0�1,�� %&"3"�good stewardship of the Company.

The NC adopts a formal system of evaluating the Board as a whole every year. A Board performance evaluation is carried out and the assessment parameters include evaluation of the Board’s composition, size and expertise, timeliness of Board information as well as Board accountability and processes.

The annual evaluation exercise provides an opportunity to obtain constructive feedback from each director on whether the Board’s -/, "!2/"0��+!�-/, "00"0�%�!��)),4"!�%&*ȡ%"/�1,�!&0 %�/$"�%&0ȡ%"/�!21&"0�"ƛ" 1&3")6��+!�1,�-/,-,0"� %�+$"0�4%& %�*�6��"�*�!"�1,�"+%�+ "�1%"��,�/!Ȇ0�"ƛ" 1&3"+"00��0���4%,)"ǽ��%"� ,))�1"!�Ɯ+!&+$0��/"�/"-,/1"!��+!�/" ,**"+!�1&,+0��/"�*�!"�1,�1%"��,�/!�#,/� ,+0&!"/�1&,+��+!�#,/�#2/1%"/�&*-/,3"*"+10�1,�%")-�1%"��,�/!�1,�!&0 %�/$"�&10�!21&"0�*,/"�"ƛ" 1&3")6ǽ

Although the directors are not evaluated individually, the factors taken into consideration with regards to the re-nomination of directors for the current year are based on their attendances, commitment of time and contributions made at these meetings.

Access to Information

�/&+ &-)"�Ǜǿ���+�,/!"/�1,�#2)Ɯ))�1%"&/�/"0-,+0&�&)&1&"0Ǿ�!&/" 1,/0�0%,2)!��"�-/,3&!"!�4&1%� ,*-)"1"Ǿ��!".2�1"��+!�1&*")6�&+#,/*�1&,+�-/&,/�1,��,�/!�*""1&+$0��+!�,+��+�,+Ȓ$,&+$���0&0�0,��0�1,�"+��)"�1%"*�1,�*�("�&+#,/*"!�!" &0&,+0�1,�!&0 %�/$"�1%"&/�!21&"0��+!�/"0-,+0&�&)&1&"0ǽ

The Board is informed of all material events and transactions as and when they occur. All analysts’ and media reports on the Group are forwarded to the directors on an on-going basis.

The Board has separate, independent and unrestricted access to the senior management of the Group at all times. Requests for information from the Board are dealt with promptly by the senior management.

The Board is provided with complete, adequate and timely information prior to board meetings.

�%"��,�/!�/" "&3"0�*,+1%)6�*�+�$"*"+1�Ɯ+�+ &�)�01�1"*"+10Ǿ��++2�)��2!$"10��+!�"5-)�+�1&,+�,+� #,/" �01�3�/&�+ "0� 1,�"+��)"�1%"*�1,�,3"/0""�1%"�/,2-ȉ0�,-"/�1&,+�)��+!�Ɯ+�+ &�)�-"/#,/*�+ "ǽ��&/" 1,/0��/"��)0,�&+#,/*"!�,#��+6�0&$+&Ɯ �+1�!"3"),-*"+10�,/�events relating to the Group.

�%"��,�/!�%�0�0"-�/�1"��+!�&+!"-"+!"+1�� "00�1,�1%"��,*-�+6��" /"1�/6��1��))�1&*"0ǽ��%"��,*-�+6��" /"1�/6�,/�%&0ȡ%"/�+,*&+""�attends all Board meetings and is responsible for ensuring that established procedures and all relevant statutes and regulations that are applicable to the Company are complied with. The Company Secretary assists the Chairman by preparing meeting agendas, �11"+!&+$��,�/!��+!��,�/!��,**&11""�*""1&+$0��+!�-/"-�/&+$�*&+21"0�,#��,�/!�-/, ""!&+$0ǽ��+!"/�1%"�!&/" 1&,+�,#�1%"��%�&/*�+Ǿ�1%"��,*-�+6��" /"1�/6Ǿ�4&1%�1%"�02--,/1�,#�1%"�*�+�$"*"+1�01�ƛǾ�"+02/"0�$,,!�&+#,/*�1&,+�Ɲ,40�4&1%&+�1%"��,�/!��+!�1%"��,�/!�Committees and between senior management and non-executive directors.

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�%"��--,&+1*"+1��+!�1%"�/"*,3�)�,#�1%"��,*-�+6��" /"1�/6��/"�02�'" 1�1,�1%"��,�/!ȉ0��--/,3�)ǽ

�%"��,�/!�0""(0� &+!"-"+!"+1�-/,#"00&,+�)��!3& "��0��+!�4%"+�+" "00�/6�1,�"+��)"� &1� 1,�!&0 %�/$"� &10�/"0-,+0&�&)&1&"0�"ƛ" 1&3")6ǽ�The directors, whether as a Group or individually, may seek and obtain legal and other independent professional advice, at the �,*-�+6ȉ0�"5-"+0"Ǿ� ,+ "/+&+$��+6��0-" 1�,#�1%"�/,2-ȉ0�,-"/�1&,+0�,/�2+!"/1�(&+$0�&+�,/!"/�1,�#2)Ɯ))�1%"&/�/,)"0��+!�/"0-,+0&�&)&1&"0�as directors.

REMUNERATION MATTERS

Procedures for Developing Remuneration Policies

�/&+ &-)"�ǜǿ���%"/"�0%,2)!��"���#,/*�)��+!�1/�+0-�/"+1�-/, "!2/"�#,/�!"3"),-&+$�-,)& 6�,+�"5" 21&3"�/"*2+"/�1&,+��+!�#,/�Ɯ5&+$�1%"�/"*2+"/�1&,+�-� (�$"0�,#�&+!&3&!2�)�!&/" 1,/0ǽ��,�!&/" 1,/�0%,2)!��"�&+3,)3"!�&+�!" &!&+$�%&0�,4+�/"*2+"/�1&,+ǽ�

�%"���Ǿ�/"$2)�1"!��6���0"1�,#�4/&11"+�1"/*0�,#�/"#"/"+ "Ǿ� ,*-/&0"0�1%/""�*"*�"/0Ǿ���*�',/&16�,#�4%,*Ǿ�&+ )2!&+$�1%"��%�&/*�+Ǿ��/"�independent non-executive directors. The members of the RC are as follows:

1. Mr. Tan Chung Yaw, Richard (Chairman, INED)

2. Mr. Sugiono Wiyono Sugialam (NINED)

ǘǽ� �/ǽ��+$��,(���%�ț����Ȝ

�%"�-/&+ &-�)�#2+ 1&,+�,#�1%"����&0�1,�"+02/"�1%�1���#,/*�)��+!�1/�+0-�/"+1�-/, "!2/"�&0�&+�-)� "�#,/�Ɯ5&+$�1%"�/"*2+"/�1&,+�-� (�$"0�of directors and key management personnel of the Group.

�+!"/�&10�1"/*0�,#�/"#"/"+ "Ǿ�1%"����&0�/"0-,+0&�)"�#,/�/"3&"4&+$��+!�/" ,**"+!&+$���/"*2+"/�1&,+�#/�*"4,/(�#,/�1%"��,�/!��+!�the Company’s key management personnel. The aim is to build capable and committed management teams, through competitive compensation, focused management, and progressive policies which will attract, motivate and retain a pool of talented executives to meet the current and future growth of the Company. In discharging their duties, the members have access to advice from human resources department and external advisors as and when it deems necessary. To ensure that the remuneration package is competitive �+!�02ƛ& &"+1�1,��11/� 1Ǿ�/"1�&+��+!�*,1&3�1"�1%"�("6�*�+�$"*"+1�-"/0,++")Ǿ�1%"�����)0,�1�("0�&+1,� ,+0&!"/�1&,+�&+!201/6�-/� 1& "0�and norms in the compensation review.

No independent consultant is engaged for advising on the remuneration of all directors. The Company will seek external expert advice should such a need arises.

The RC reviews the service contracts of the Company’s executive directors and key executives. Services contracts for executive !&/" 1,/0��/"�#,/���Ɯ5"!��--,&+1*"+1�-"/&,!��+!�*�6��"�1"/*&+�1"!��6�+,1�)"00�1%�+�1%/""�*,+1%0ȉ�+,1& "�&+�4/&1&+$�0"/3"!��6�"&1%"/�party or salary in lieu of notice. There are no onerous compensation commitments on the part of the Company in the event of an early termination of the service of the executive directors and key executives.

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Level and Mix of Remuneration

�/&+ &-)"�ǝǿ���%"�)"3")��+!�01/2 12/"�,#�/"*2+"/�1&,+�0%,2)!��"��)&$+"!�4&1%�1%"�),+$Ȓ1"/*�&+1"/"01��+!�/&0(�-,)& &"0�,#�1%"� ,*-�+6Ǿ��+!�0%,2)!��"��--/,-/&�1"�1,��11/� 1Ǿ�/"1�&+��+!�*,1&3�1"�ț�Ȝ�1%"�!&/" 1,/0�1,�-/,3&!"�$,,!�01"4�/!0%&-�,#�1%"� ,*-�+6Ǿ��+!�ț�Ȝ�("6�*�+�$"*"+1�-"/0,++")�1,�02 "00#2))6�*�+�$"�1%"� ,*-�+6ǽ��,4"3"/Ǿ� ,*-�+&"0�0%,2)!��3,&!�-�6&+$�*,/"�1%�+�&0�+" "00�/6�#,/�1%&0�-2/-,0"ǽ

Remuneration policy in respect of executive directors and other key management personnel

The remuneration policy for executive directors and key management personnel is structured to link rewards to corporate and individual performance.

�2/�"5" 21&3"�!&/" 1,/0ȉ� /"*2+"/�1&,+� ,+0&010�,#���0�)�/6Ǿ��,+20"0��+!�,1%"/��"+"Ɯ10ǽ���-/,-,/1&,+�,#� 1%"�/"*2+"/�1&,+� #,/� 1%"�executive directors is linked to performance in the form of performance bonus. Executive directors do not receive directors’ fees.

The remuneration of the Group’s key management personnel takes into account the pay and employment conditions within the industry and is performance-related.

�%"�/,2-�%�0��)0,�"+1"/"!�&+1,�3�/&,20�)"11"/0�,#�"*-),6*"+1�4&1%��))�,#�1%"�"5" 21&3"�,ƛ& "/0ǽ��%"&/� ,*-"+0�1&,+� ,+0&01�,#�0�)�/6Ǿ�bonus, performance awards that are dependent on the performance of the Group.

�%"��,*-�+6�!,"0�+,1�%�3"��+6�),+$Ȓ1"/*�&+ "+1&3"�0 %"*"�,/�0 %"*"0�&+3,)3&+$�1%"�,ƛ"/�,#�0%�/"0�,/�$/�+1�,#�,-1&,+0ǽ

Policy in respect of non-executive directors’ remuneration

�,+Ȓ"5" 21&3"�!&/" 1,/0�țȊ���0ȋȜ��/"�/"*2+"/�1"!�2+!"/���#/�*"4,/(�,#�Ɯ5"!�#""0�#,/�0"/3&+$�,+�1%"��,�/!��+!��,�/!��,**&11""0ǽ�""0�#,/����0��/"�02�'" 1�1,�1%"��--/,3�)�,#�0%�/"%,)!"/0��1�1%"���ǽ

In setting remuneration packages, the Company takes into consideration the remuneration and employment conditions within the same industry and in comparable companies, as well as the Group’s relative performance and the performance of the individuals.

Disclosure on Remuneration

�/&+ &-)"� Ǟǿ� �3"/6� ,*-�+6� 0%,2)!� -/,3&!"� )"�/� !&0 ),02/"� ,#� &10� /"*2+"/�1&,+� -,)& &"0Ǿ� )"3")� �+!�*&5� ,#� /"*2+"/�1&,+Ǿ� �+!� 1%"�-/, "!2/"� #,/� 0"11&+$� /"*2+"/�1&,+Ǿ� &+� 1%"� ,*-�+6Ȇ0� �++2�)� �"-,/1ǽ� �1� 0%,2)!� -/,3&!"� !&0 ),02/"� &+� /")�1&,+� 1,� &10�/"*2+"/�1&,+� -,)& &"0� 1,� "+��)"� &+3"01,/0� 1,� 2+!"/01�+!� 1%"� )&+(� �"14""+� /"*2+"/�1&,+� -�&!� 1,� !&/" 1,/0� �+!� ("6�*�+�$"*"+1�-"/0,++")Ǿ��+!�-"/#,/*�+ "ǽ

Level and mix of remuneration of directors and key management personnel (who are not also directors or the CEO) for the year ended 31 December 2015

Due to the size of the Group’s operations and the dual role of the CEO and CFO (also as executive directors), the Board has determined that there are three key management personnels (who are not directors or the CEO). The Company discloses the actual remuneration paid to each director and the key management personnel (who are not directors or the CEO) using a narrower band of S$200,000 to improve transparency.

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The compensation structure for the key management personnel (who are not directors or the CEO), of Group subsidiaries consists of 1%/""�("6� ,*-,+"+10�Ȕ�0�)�/6Ǿ��,+20��+!�,1%"/��"+"Ɯ10ǽ

Regarding the Code’s recommendation to fully disclose the remuneration of directors and the top three key management personnels ț4%,��/"�+,1�!&/" 1,/0�,/�1%"����ȜǾ�$&3"+�1%"�%&$%)6� ,*-"1&1&3"�"+3&/,+*"+1�&1�&0�,-"/�1&+$�&+��+!�1%"� ,+Ɯ!"+1&�)&16��11� %"!�1,�the remuneration matters, the Company believes that disclosing remuneration using a narrower band of $200,000 and disclosing in aggregate the total remuneration paid to the directors and the key management personnel (who are not directors or the CEO) provide 02ƛ& &"+1�,3"/3&"4�,#�1%"�/"*2+"/�1&,+�,#�!&/" 1,/0��+!�1%"�("6�*�+�$"*"+1�-"/0,++")�ț4%,��/"�+,1�!&/" 1,/0�,/�1%"����Ȝǽ

Table 4 and Table 4A sets out the breakdown of the remuneration of the directors and the three key management personnels (who are +,1�!&/" 1,/0�,/�1%"����ȜǾ�/"0-" 1&3")6Ǿ�#,/��ǗǕǖǚǽ

Remuneration of employees who are immediate family members of a director or the CEO

�%"/"�&0�+,�&**"!&�1"�#�*&)6�*"*�"/�ț!"Ɯ+"!�&+��" 1&,+���,#�1%"���Ȓ����&01&+$���+2�)�ț�2)"0�,#���1�)&01ȜǾ��0�1%"�0-,20"Ǿ� %&)!Ǿ�adopted child, step-child, brother, sister and parent) of a director or the CEO in the employment of the Company whose annual /"*2+"/�1&,+�"5 ""!"!�ʏǚǕǾǕǕǕ�!2/&+$��ǗǕǖǚǽ

There is presently no share scheme or option scheme on unissued shares of the Company or its subsidiaries.

��11"/0�4%& %��/"�/".2&/"!�1,��"�!&0 ),0"!�&+�1%"��++2�)�/"*2+"/�1&,+�/"-,/1�%�3"��""+�02ƛ& &"+1)6�!&0 ),0"!�&+�1%&0�/"-,/1�2+!"/��/&+ &-)"0�ǜǾ�ǝ��+!�Ǟ��+!�&+�1%"�Ɯ+�+ &�)�01�1"*"+10�,#�1%"��,*-�+6��+!�1%"�/,2-ǽ

ACCOUNTABILITY AND AUDIT

Accountability

�/&+ &-)"�ǖǕǿ��%"��,�/!�0%,2)!�-/"0"+1�����)�+ "!��+!�2+!"/01�+!��)"��00"00*"+1�,#� 1%"� ,*-�+6Ȇ0�-"/#,/*�+ "Ǿ�-,0&1&,+��+!� � -/,0-" 10ǽ

The Board provides the shareholders with a detailed and balanced explanation and analysis of the Group’s performance, position and prospects on a half yearly basis. The Management provides the Board with appropriately detailed management accounts of the Group’s performance and prospects on a half yearly basis.

The Board is mindful that it is accountable to the shareholders and strives to ensure that full material information is timely disclosed to shareholders in compliance with the statutory requirements and Section B of the SGX-ST Listing Manual (Rules of Catalist). �/& "�0"+0&1&3"� &+#,/*�1&,+� &0�Ɯ/01�-2�)& )6� /")"�0"!Ǿ�"&1%"/��"#,/"� 1%"��,*-�+6�*""10�4&1%��+6�$/,2-�,#� &+3"01,/0�,/��+�)6010�,/�simultaneously with such meetings. Financial results and annual reports will be announced or issued within legally prescribed periods.

The following policies were established:-

a. Directors’ Training Policy;

b. Policy on Delegation of Authority;

c. Human Resource Policy;

C o r p o r a t e G o v e r n a n c e R e p o r t

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27

d. Financial Risk Management Policy;

e. Code of Conduct and Business Ethics; and

f. Policy on Matters reserved for the Board.

�%"���+�$"*"+1�-/,3&!"0�1%"��,�/!��+!��,�/!��,**&11""0�4&1%��� ,+1&+2�)�Ɲ,4�,#�/")"3�+1�&+#,/*�1&,+�,+���1&*")6���0&0�&+�,/!"/�#,/�&1�1,�"ƛ" 1&3")6�!&0 %�/$"�&10�!21&"0ǽ

Risk Management and Internal Controls

�/&+ &-)"�ǖǖǿ��%"��,�/!�&0�/"0-,+0&�)"�#,/�1%"�$,3"/+�+ "�,#�/&0(ǽ��%"��,�/!�0%,2)!�"+02/"�1%�1���+�$"*"+1�*�&+1�&+0���0,2+!�0601"*�,#� /&0(�*�+�$"*"+1� �+!� &+1"/+�)� ,+1/,)0� 1,� 0�#"$2�/!� 0%�/"%,)!"/0Ȇ� &+1"/"010� �+!� 1%"� ,*-�+6Ȇ0� �00"10Ǿ� �+!� 0%,2)!�!"1"/*&+"�1%"�+�12/"��+!�"51"+1�,#�1%"�0&$+&Ɯ �+1�/&0(0�4%& %�1%"��,�/!�&0�4&))&+$�1,�1�("�&+�� %&"3&+$�&10�01/�1"$& �,�'" 1&3"0ǽ

The Board is responsible for the overall internal control framework and is fully aware of the need to put in place a system of internal controls within the Group to safeguard shareholders’ interests and the Group’s assets, and to manage risks. The Board also � (+,4)"!$"0�1%�1�+,� ,01�"ƛ" 1&3"� &+1"/+�)� ,+1/,)�0601"*�4&))�-/" )2!"��))�"//,/0��+!� &//"$2)�/&1&"0ǽ� ��%"�0601"*� &0�!"0&$+"!�1,�*�+�$"�/�1%"/�1%�+�")&*&+�1"�1%"�/&0(�,#�#�&)2/"�1,�� %&"3"��20&+"00�,�'" 1&3"0Ǿ��+!� �+�-/,3&!"�,+)6�/"�0,+��)"��+!�+,1���0,)21"�assurance against material misstatement or loss.

�%"��,�/!�&0�0�1&0Ɯ"!�1%�1�1%"�0601"*�,#�&+1"/+�)�-/, "!2/"0Ǿ� ,+1/,)0��+!�/"3&"40�1%�1�1%"�/,2-�%�0�&+�-)� "�-/,3&!"0�/"�0,+��)"��002/�+ "��$�&+01�*�1"/&�)�Ɯ+�+ &�)�*&001�1"*"+10�,/�),00Ǿ�0�#"$2�/!&+$�,#��00"10Ǿ�1%"�*�&+1"+�+ "�,#�-/,-"/�� ,2+1&+$�/" ,/!0Ǿ�/")&��&)&16�,#�Ɯ+�+ &�)�&+#,/*�1&,+Ǿ� ,*-)&�+ "�4&1%�)"$&0)�1&,+Ǿ�/"$2)�1&,+0��+!��"01�-/� 1& "0��+!�1%"�&!"+1&Ɯ �1&,+��+!�*�+�$"*"+1�of business risks.

Based on the internal controls established and maintained by the Group, work performed by the internal and external auditors and the documentation on the Group’s key risks referred to below, reviews performed by Management, the AC and the Board, the Board 4&1%�1%"� ,+ 2//"+ "�,#����&0�,#�1%"�,-&+&,+�1%�1�1%"�/,2-ȉ0�0601"*�,#�&+1"/+�)� ,+1/,)0Ǿ��!!/"00&+$�Ɯ+�+ &�)Ǿ�,-"/�1&,+�)Ǿ� ,*-)&�+ "��+!�&+#,/*�1&,+�1" %+,),$6� ,+1/,)0Ǿ��0�4"))��0�/&0(�*�+�$"*"+1�-,)& &"0��+!�0601"*0Ǿ�4"/"��!".2�1"��0��1�ǘǖ��" "*�"/�ǗǕǖǚǽ

�%"�����+!�1%"��,�/!�%�0�/" "&3"!��002/�+ "�#/,*�1%"������+!�1%"��%&"#�&+�+ &�)��ƛ& "/�1%�1�1%"�Ɯ+�+ &�)�/" ,/!0�,#�1%"��,*-�+6�%�3"��""+�-/,-"/)6�*�&+1�&+"!��+!�1%"�Ɯ+�+ &�)�01�1"*"+10�$&3"���1/2"��+!�#�&/�3&"4�,#�1%"��,*-�+6Ȇ0�,-"/�1&,+0��+!�Ɯ+�+ "0Ȁ��+!�/"$�/!&+$�1%"�"ƛ" 1&3"+"00�,#�1%"��,*-�+6Ȇ0�/&0(�*�+�$"*"+1��+!�&+1"/+�)� ,+1/,)�0601"*0ǽ

�%"��,*-�+6�%�0�+,1�-21�&+�-)� "���/&0(�*�+�$"*"+1� ,**&11""ǽ��,4"3"/Ǿ���+�$"*"+1�%�3"�&+�-)� "���Ɯ+�+ &�)�/&0(�*�+�$"*"+1�-,)& 6��+!�/"$2)�/)6�/"3&"40�1%"��,*-�+6ȉ0��20&+"00��+!�,-"/�1&,+�)�� 1&3&1&"0�1,�&!"+1&#6��/"�0�,#�0&$+&Ɯ �+1��20&+"00�/&0(0��0�4"))��0��--/,-/&�1"�*"�02/"0�1,� ,+1/,)��+!�*&1&$�1"�1%"0"�/&0(0ǽ���+�$"*"+1�/"3&"40��))�0&$+&Ɯ �+1� ,+1/,)�-,)& &"0��+!�-/, "!2/"0��+!�%&$%)&$%10��))�0&$+&Ɯ �+1�*�11"/0�1,�1%"�!&/" 1,/0��+!���ǽ��%"����-/,3&!"0�&+!"-"+!"+1�,3"/0&$%1�1,�1%"�"ƛ" 1&3"+"00�,#�1%"�/&0(�*�+�$"*"+1�-/, "00ǽ��1�&0Ǿ��+!�%�0��""+�1%/,2$%,21�1%"� 2//"+1��+!�-/"3&,20�Ɯ+�+ &�)�6"�/Ǿ�1%"�/,2-ȉ0�-,)& 6�1%�1�+,�!"/&3�1&3"0�0%�))��"�2+!"/1�("+�"5 "-1�#,/�1%"�20"��0�%"!$&+$�&+01/2*"+10�4%"/"��--/,-/&�1"��+!� ,01Ȓ"ƛ& &"+1ǽ��%"�/,2-��+!�1%"��,*-�+6�!,�not apply hedge accounting.

�"1�&)0�,#�1%"�/,2-ȉ0�/&0(�*�+�$"*"+1�-,)& 6��/"�0"1�,21�&+��,1"�ǘǕ�Ȋ&+�+ &�)�/&0(�*�+�$"*"+1�,�'" 1&3"0��+!�-,)& &"0ȋ�,#�1%"��,1"0�to the Financial Statements.

C o r p o r a t e G o v e r n a n c e R e p o r t

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Telecommunication Risks

1. Economic and Market Risks

The Group’s businesses are in the sales and distribution of mobile handsets and retail sale of mobile handsets and related products and services.

For mobile handsets distribution, the industry is a commoditised business with low barriers of entry – our competitors can "�0&)6��!'201�-/& "0�!,4+4�/!0��+!�"5"/1�*�/$&+�-/"002/"0�,+�20ǽ��1�1%"�0�*"�1&*"Ǿ�4&1%�1%"�/�-&!��!3�+ "*"+1�,#�1" %+,),$6Ǿ�the shelf-life of our products are shortened, resulting in high levels of inventory obsolescence. The Group manages these risks through the close monitoring of competitors’ pricing and activities, and stringent management of all purchases to ensure optimum levels of inventory.

� �%"�/"1�&)�"+3&/,+*"+1�&0�-"/"++&�))6�02�'" 1"!�1,�/&0&+$�/"+1�)��+!�4�$"� ,010Ǿ��+!�*�+-,4"/�0%,/1�$"0ǽ��%&)"�1%"0"�/&0(0�can be mitigated through talent retention, increasing productivity and consolidation of retail outlets’ resources where feasible, /&0&+$��20&+"00� ,010�4&))�+"3"/1%")"00�-21���01/�&+�,+�Ɯ+�+ &�)��2!$"10��+!��ƛ" 1� 1%"�Ɯ+�+ &�)�-"/#,/*�+ "�,#� 1%"�/,2-ǽ�In addition, retail space rental rates are very much market driven, and it is an area where the Group is unable to exercise full ,+1/,)ǽ��1/"�*)&+&+$�&0��+�,+$,&+$�"ƛ,/1Ǿ��+!� ,01� ,+0 &,20+"00�*201��"�&+ 2) �1"!�&+�"3"/6�"*-),6""ǽ

2. Competitive Environment

Due to the commoditised nature of our business, margins may quickly be eroded. Margin discipline is especially important in our retail sales. This is because it is an area whereby we can hedge against our wholesale operation’s performance, which traditionally is a low margin one, unless economies of scale can be achieved with consequent revenue expansion. The Group 4&))��"��!3"/0")6��ƛ" 1"!�&+�1%"�"3"+1�4"��/"�2+��)"�1,�"5"/ &0"�3&$&)�+ "�&+�,2/� ,01&+$�*"1%,!0��+!� ,+1&+2"�1,�2-0 �)"�,2/�wholesale operations.

ǘǽ� �"-"+!"+ "�,+�*,�&)"�1" %+,),$6

� �0�0*�/1-%,+"�-"+"1/�1&,+�&+ /"�0"0�&+�1%"�/"$&,+Ǿ��+!�$/"�1"/�-2�)& �/" ,$+&1&,+�,#�1%"�*�+6��"+"Ɯ10�1%�1�*,�&)"�1" %+,),$6�bring to consumers and businesses alike, the Group will continue to focus on its core business of providing the most entertaining smartphones regionally. However, such products and related services may be inhibited by, among other things, the reluctance of some end users in switching and adopting higher end smartphones equipped with data plans, and concerns with regards to costs, complexity and security in using such services. This is especially so in the less economically developed countries in the region. Of course, the overall economic environment also plays a part in impacting consumer behaviour. Nevertheless, we should be positioned such that if there is a huge uptake in adoption, we would be able to capitalise on such opportunities.

Audit Committee

�/&+ &-)"�ǖǗǿ��%"��,�/!�0%,2)!�"01��)&0%��+����4&1%�4/&11"+�1"/*0�,#�/"#"/"+ "�4%& %� )"�/)6�0"1�,21�&10��21%,/&16��+!�!21&"0ǽ

�%"���Ǿ�/"$2)�1"!��6���0"1�,#�4/&11"+�1"/*0�,#�/"#"/"+ "Ǿ� ,*-/&0"0�1%/""�*"*�"/0Ǿ���*�',/&16�,#�4%,*Ǿ�&+ )2!&+$�1%"��%�&/*�+Ǿ��/"�independent non-executive directors. Other directors are invited to attend AC meetings as and when appropriate. The AC meets twice a year. The members of the AC are as follows:

1. Mr. Tan Chung Yaw, Richard (Chairman, INED)

2. Mr. Ong Kok Wah (INED)

ǘǽ� �/ǽ��2$&,+,��&6,+,��2$&�)�*�ț�����Ȝ

C o r p o r a t e G o v e r n a n c e R e p o r t

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�%"�*"*�"/0�,#�1%"���Ǿ� ,))" 1&3")6Ǿ�%�3"�1%"�"5-"/1&0"�,/�"5-"/&"+ "�&+�Ɯ+�+ &�)�*�+�$"*"+1��+!��/"�.2�)&Ɯ"!�1,�!&0 %�/$"�1%"���ȉ0�responsibilities.

The AC has full access to and full co-operation of the Management and external auditors. It also has the discretion to invite any director and executive director to attend its meetings. The AC also has the power to conduct or authorise investigations into any matters within its terms of reference.

The AC meets periodically to perform the following functions:

a. review the audit plans of the external auditors of the Company, and review the Auditors’ evaluation of the adequacy of the Company’s system of internal accounting controls, their letter to Management and the Management’s response;

�ǽ� /"3&"4�1%"�%�)#�6"�/)6��+!��++2�)�Ɯ+�+ &�)�01�1"*"+10��+!���)�+ "�0%""1��+!�-/,Ɯ1��+!�),00�� ,2+10��"#,/"�02�*&00&,+�1,�,2/��,�/!�#,/��--/,3�)Ǿ� #, 20&+$� &+�-�/1& 2)�/�,+� %�+$"0� &+�� ,2+1&+$�-,)& &"0��+!�-/� 1& "0Ǿ�*�',/�/&0(��/"�0Ǿ�0&$+&Ɯ �+1��!'201*"+10�/"02)1&+$�#/,*�1%"��2!&1Ǿ� ,*-)&�+ "�4&1%�� ,2+1&+$�01�+!�/!0��+!� ,*-)&�+ "�4&1%�1%"��&01&+$���+2�)��" 1&,+�B of the SGX-ST Listing Manual (Rules of Catalist) and any other relevant statutory or regulatory requirements;

c. review the internal control procedures and the adequacy of the Group’s internal controls and ensure co-ordination between the external auditors and our Management, and review the assistance given by our Management to the auditors, and discuss -/,�)"*0��+!� ,+ "/+0Ǿ� &#� �+6Ǿ� �/&0&+$� #/,*� 1%"� &+1"/&*��+!�Ɯ+�)��2!&10Ǿ� �+!��+6�*�11"/0�4%& %� 1%"��2!&1,/0�*�6�4&0%� 1,�discuss (in the absence of the Management, where necessary);

d. review and discuss with the external auditors any suspected fraud or irregularity, or suspected infringement of any relevant )�40Ǿ�/2)"0�,/�/"$2)�1&,+0Ǿ�4%& %�%�0�,/�)&(")6�1,�%�3"���*�1"/&�)�&*-� 1�,+�,2/�/,2-ȉ0�,-"/�1&+$�/"02)10�,/�Ɯ+�+ &�)�-,0&1&,+Ǿ�and our Management’s response;

"ǽ� /"3&"4�1%"� ,01�"ƛ" 1&3"+"00��+!�1%"�&+!"-"+!"+ "��+!�,�'" 1&3&16�,#�1%"�"51"/+�)��2!&1,/0Ȁ

f. recommends to the Board of Directors the external auditors to be nominated, approve the compensation of the external auditors, and review the scope and results of the audit;

g. review interested person transactions (if any) falling within the scope of Chapter 9 of the Section B of the SGX-ST Listing Manual (Rules of Catalist);

%ǽ� /"3&"4�-,1"+1&�)� ,+Ɲ& 10�,#�&+1"/"01Ǿ�&#��+6Ȁ

&ǽ� 2+!"/1�("�02 %�,1%"/�/"3&"40��+!�-/,'" 10��0�*�6��"�/".2"01"!��6�1%"��,�/!��+!�4&))�/"-,/1�1,�1%"��,�/!�&10�Ɯ+!&+$0�#/,*�1&*"�to time on matters arising and requiring the attention of the AC;

'ǽ� 2+!"/1�("�$"+"/�))6�02 %�,1%"/�#2+ 1&,+0��+!�!21&"0��0�*�6��"�/".2&/"!��6�1%"�)"$&0)�1&,+Ǿ�/"$2)�1&,+0�,/�1%"��&01&+$���+2�)Ǿ�,/�by such amendments as may be made thereto from time to time;

k. meet with external auditors, Management and any others considered appropriate in separate executive sessions to discuss any matters that the AC believes should be discussed privately and establish a practice to meet with external auditors without the presence of Management at least once annually;

l. review the nature and extent of all non-audit services provided by the Group’s external auditors, if any, and determine if such 0"/3& "0�4,2)!��ƛ" 1�1%"�&+!"-"+!"+ "�,#�1%"�"51"/+�)��2!&1,/0Ȁ��+!

*ǽ� /"3&"4��+!�/"-,/1�1,�1%"��,�/!��1�)"�01��++2�))6�1%"��!".2� 6��+!�"ƛ" 1&3"+"00�,#�1%"� ,*-�+6ȉ0�&+1"/+�)� ,+1/,)0Ǿ�&+ )2!&+$�Ɯ+�+ &�)Ǿ�,-"/�1&,+�)Ǿ� ,*-)&�+ "��+!�&+#,/*�1&,+�1" %+,),$6� ,+1/,)0�ț02 %�/"3&"4� �+��"� �//&"!�,21�&+1"/+�))6�,/�4&1%�1%"�assistance of any competent third parties).

C o r p o r a t e G o v e r n a n c e R e p o r t

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Polaris Ltd. Annual Report 2015

ǘǕ

�%"����0%�))� ,+1&+2"�1,�*,+&1,/�1%"�0 ,-"��+!�/"02)10�,#�1%"�"51"/+�)��2!&1Ǿ�&10� ,01�"ƛ" 1&3"+"00Ǿ��0�4"))��0�1%"�&+!"-"+!"+ "��+!�,�'" 1&3&16�,#�1%"�"51"/+�)��2!&1,/0��+!�$&3"� &10�/" ,**"+!�1&,+0�1,�1%"��,�/!��+!�1%"��,*-�+6�/"$�/!&+$�1%"��--,&+1*"+1Ǿ�/"Ȓappointment or removal of the external auditors.

�/+01�ǔ��,2+$����Ǿ�1%"��,*-�+6ȉ0�"51"/+�)��2!&1,/Ǿ� �//&"!�,21Ǿ��0�-�/1�,#�1%"&/�01�121,/6��2!&1Ǿ���/"3&"4�,#�1%"�"ƛ" 1&3"+"00�,#�1%"�Company’s internal accounting controls on an annual basis. Any material internal accounting control weaknesses noted in the course of the statutory audit were reported by the external auditors to the AC.

The AC meets with the internal auditor and the external auditor separately, at least once a year, without the presence of the Management to review any matter that might be raised.

�%"����2+!"/1,,(�1%"�/"3&"4�,#�1%"�&+!"-"+!"+ "��+!�,�'" 1&3&16�,#�1%"�"51"/+�)��2!&1,/�1%/,2$%�!&0 200&,+0�4&1%�1%"�"51"/+�)��2!&1,/�as well as reviewing the non-audit services provided and the fees paid to them. The amount of audit and non-audit fees paid to the "51"/+�)��2!&1,/�&+��ǗǕǖǚ�4�0�ʏǖǕǖǾǕǕǕǽ��%"����&0�0�1&0Ɯ"!�1%�1�1%"�&+!"-"+!"+ "�,#�1%"�"51"/+�)��2!&1,/0�%�0�+,1��""+�&*-�&/"!��6�1%"�-/,3&0&,+�,#�1%"�+,+Ȓ�2!&1�0"/3& "0ǽ��%"�"51"/+�)��2!&1,/0�%�3"��)0,�-/,3&!"!� ,+Ɯ/*�1&,+�,#�1%"&/�&+!"-"+!"+ "�1,�1%"���ǽ�

The Company with the assistance of the AC, has put in place a “whistle blowing” process and is working towards formulating the guidelines for a Whistle-Blowing Policy for the Group.

The external auditor, Ernst & Young LLP has indicated to the AC and the Board of their intention not to seek re-appointment as auditor ,#�1%"��,*-�+6��1�1%"�#,/1% ,*&+$���ǽ��%"��,�/!�4�0��)0,�,#�1%"�3&"4�1%�1��� %�+$"�,#��2!&1,/0�4&))��"+"Ɯ1�1%"��,*-�+6�#/,*�1%"�-"/0-" 1&3"�,#�$,,!� ,/-,/�1"�$,3"/+�+ "ǽ��%&0� %�+$"�4&))�"+��)"�1%"��,*-�+6�1,��"+"Ɯ1�#/,*�1%"�#/"0%�-"/0-" 1&3"0��+!�3&"40�,#��+,1%"/��2!&1�Ɯ/*��+!�"+%�+ "�1%"�&+!"-"+!"+ "��+!�"ƛ" 1&3"+"00�,#�1%"�&+!"-"+!"+1��2!&1�,#�1%"��,*-�+6ȉ0�� ,2+10ǽ �+�3&"4�,#�1%"�#,/"$,&+$Ǿ�1%"��,�/!� ,+0&!"/"!�0"3"/�)�/"-21��)"��2!&1�Ɯ/*0�&+��&+$�-,/"ǽ��ƞ"/�/"3&"4&+$�1%"� /"!"+1&�)0Ǿ�0"/3& "0Ǿ�proposed fees and their ability to meet the Group’s requirements, the Directors, with the concurrence of the Audit Committee, recommended that Moore Stephens LLP be appointed as the new Auditor. Further details on the proposed change of auditors can be found in the Appendix to the Notice of Annual General Meeting dated 14 April 2016.

Summary of AC’s activities in FY2015

,/��ǗǕǖǚǾ�1%"����*"1�4&1%��+!�/"3&"4"!�4&1%�1%"�"51"/+�)��2!&1,/ǿ

�ǽ� 1%"�%�)#�6"�/)6��+!�#2))�6"�/�Ɯ+�+ &�)�01�1"*"+10�,#�1%"�/,2-��+!�1%"��,*-�+6Ǿ�&+ )2!&+$��++,2+ "*"+10�/")�1&+$�1%"/"1,�1,�shareholders;

b. the audit plan (including, among others, the nature and scope of the audit before the audit commenced and the risk management issues of the Group);

c. their evaluation of the system of internal accounting controls;

d. their audit report;

"ǽ� 1%"��00&01�+ "�$&3"+�1,�1%"*��6�1%"��,*-�+6ȉ0�,ƛ& "/0Ȁ��+!

#ǽ� 1%"� ,+0,)&!�1"!�Ɯ+�+ &�)�01�1"*"+10�,#�1%"�/,2-Ǿ�1%"���)�+ "�0%""1��+!�01�1"*"+1�,#� %�+$"0�,#�".2&16�,#�1%"��,*-�+6ǽ

�+��--,&+1&+$�1%"��2!&1�Ɯ/*0�#,/�1%"�/,2-Ǿ�1%"�����+!�1%"��,�/!��/"�0�1&0Ɯ"!�1%�1�1%"�/,2-�%�0� ,*-)&"!�4&1%��2)"�ǜǖǗ��+!��2)"�ǜǖǚ�,#��" 1&,+���,#�1%"���Ȓ����&01&+$���+2�)�ț�2)"0�,#���1�)&01Ȝǽ

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Internal Audit

�/&+ &-)"�ǖǘǿ��%"� ,*-�+6�0%,2)!�"01��)&0%��+�"ƛ" 1&3"�&+1"/+�)��2!&1�#2+ 1&,+�1%�1�&0��!".2�1")6�/"0,2/ "!��+!�&+!"-"+!"+1�,#�1%"�� 1&3&1&"0�&1��2!&1ǽ

The Board recognises that it is responsible for maintaining a system of internal control to safeguard shareholders’ investments and the Group’s businesses and assets, while the Management is responsible for establishing and implementing the internal control procedures in a timely and appropriate manner. The role of the internal auditor is to assist the AC in ensuring that the controls are "ƛ" 1&3"��+!�#2+ 1&,+&+$��0�&+1"+!"!Ǿ�1,�2+!"/1�("�&+3"01&$�1&,+0��0�!&/" 1"!��6�1%"�����+!�1,� ,+!2 1�/"$2)�/�&+Ȓ!"-1%��2!&10�,#�high risk areas.

�%"�&+1"/+�)��2!&1�#2+ 1&,+�&0� 2//"+1)6�,210,2/ "!�1,��+�"51"/+�)�&+!"-"+!"+1�Ɯ/*�/"-,/1&+$�!&/" 1)6�1,�1%"����,+���-/,'" 1��6�-/,'" 1���0&0ǽ��%"����4&))� ,+1&+2"�1,�/"3&"4�0-" &Ɯ ��2!&1�/&0(��/"�0��+!�"+02/"�1%�1�1%"�&+1"/+�)��2!&1�#2+ 1&,+��0�!&0 %�/$"��6�1%"�"51"/+�)�&+!"-"+!"+1�Ɯ/*�&0��!".2�1"��+!�"ƛ" 1&3"ǽ

SHAREHOLDER RIGHTS AND RESPONSIBILITIES

Shareholder Rights

�/&+ &-)"�ǖǙǿ��,*-�+&"0�0%,2)!�1/"�1��))�0%�/"%,)!"/0�#�&/)6��+!�".2&1��)6Ǿ��+!�0%,2)!�/" ,$+&0"Ǿ�-/,1" 1��+!�#� &)&1�1"�1%"�"5"/ &0"�,#�0%�/"%,)!"/0Ȇ�/&$%10Ǿ��+!� ,+1&+2�))6�/"3&"4��+!�2-!�1"�02 %�$,3"/+�+ "��//�+$"*"+10ǽ

The Company is committed to regular and timely communication with shareholders as part of the organisation's development to build systems and procedures that will enable the Group to compete internationally. The Company places great emphasis on investor relations and strives to maintain a high standard of transparency and to promote better investor communications. It aims to provide &+3"01,/0�4&1%� )"�/Ǿ� ��)�+ "!� �+!�20"#2)� &+#,/*�1&,+Ǿ� ,+� �� 1&*")6� ��0&0Ǿ� ��,21� 1%"�/,2-ȉ0� -"/#,/*�+ "Ǿ� Ɯ+�+ &�)� -,0&1&,+� �+!�prospects.

Management supported the Code’s principle to encourage shareholder participation. Shareholders are encouraged to attend the AGM to ensure a high level of accountability and to stay informed of the Company’s strategy and goals. Notice of the AGM is despatched to shareholders, together with explanatory notes or a circular on items of special business (if necessary), at least 14 days or 21 days, as the case may be, before the meeting. The Board welcomes questions from shareholders who have an opportunity to raise issues either informally or formally before or at the AGM.

The Articles of Association of the Company does not have a provision that allows corporations which provide nominee or custodial services to appoint more than two proxies to vote. At present, only the Central Depository (Pte) Limited is permitted to appoint more than two proxies. The Company, does however, allow non-shareholders to attend the AGM as observers.

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COMMUNICATION WITH SHAREHOLDERS

�/&+ &-)"�ǖǚǿ��,*-�+&"0�0%,2)!�� 1&3")6�"+$�$"�1%"&/�0%�/"%,)!"/0��+!�-21�&+�-)� "��+�&+3"01,/�/")�1&,+0�-,)& 6�1,�-/,*,1"�/"$2)�/Ǿ�"ƛ" 1&3"��+!�#�&/� ,**2+& �1&,+�4&1%�0%�/"%,)!"/0ǽ

�%"� �,*-�+6� ,+!2 10� �/&"Ɯ+$0� , �0&,+�))6� #,/� 1%"� *"!&�Ǿ� �+�)6010Ǿ� �/,("/0� �+!� #2+!� *�+�$"/0Ǿ� 4&1%� 1%"� -/"0"+ "� ,#� ("6�*�+�$"*"+1�-"/0,++")ǽ��/&"Ɯ+$0� #,/� &+3"01,/0��/"�%")!� &+� ,+'2+ 1&,+�4&1%� 1%"� /")"�0"�,#� 1%"��,*-�+6ȉ0�%�)#�6"�/��+!� #2))� 6"�/�Ɯ+�+ &�)� /"02)10Ǿ�4&1%� 1%"�-/"0"+ "�,#� 1%"������+!���� ț�)0,��0� 1%"�"5" 21&3"�!&/" 1,/0Ȝ��+!� 1%"�("6�*�+�$"*"+1�-"/0,++")� 1,�answer the relevant questions which the investors may have.

The Company has not put in place an investor relations policy to promote regular and proactive communication with shareholders. The Company will review such a need going forward.

The Company does not practice selective disclosure. In line with continuous obligations of the Company pursuant to Section B of 1%"���Ȓ����&01&+$���+2�)�ț�2)"0�,#���1�)&01Ȝ��+!�1%"��,*-�+&"0�� 1�ț��-�ǚǕȜ�,#��&+$�-,/"Ǿ�1%"��,�/!ȉ0�-,)& 6�&0�1%�1��))�0%�/"%,)!"/0�0%,2)!� �"� ".2�))6� �+!� 1&*")6� &+#,/*"!� ,#� �))� *�',/� !"3"),-*"+10� 1%�1� 4&))� &*-� 1� 1%"� �,*-�+6� ,/� 1%"� /,2-ǽ� �+#,/*�1&,+� &0�communicated to shareholders on a timely basis through the Singapore Exchange Network (the “SGXNET”) and the press.

�%"��,�/!�4") ,*"0�1%"�3&"40�,#�0%�/"%,)!"/0�,+�*�11"/0��ƛ" 1&+$�1%"��,*-�+6Ǿ�4%"1%"/��1�0%�/"%,)!"/0ȉ�*""1&+$0�,/�,+��+��!�hoc basis. At AGMs, shareholders are given the opportunity to air their views and to ask the directors and Management questions regarding the Group.

�))�*�1"/&�)0�,+�1%"�%�)#Ȓ6"�/)6��+!�#2))�6"�/�Ɯ+�+ &�)�/"02)10��/"��3�&)��)"�,+�1%"��,*-�+6ȉ0�4"�0&1"�Ȕ�444ǽ4"�/"-,)�/&0ǽ ,*ǽ��%"�website also contains various others investor-related information on the Company which serves as an important resource for investors.

�0�1%"��,*-�+6�%�0�/"$&01"/"!� 2//"+1�6"�/��+!�� 2*2)�1"!�),00"0��0��1�ǘǖ��" "*�"/�ǗǕǖǚ��+!�&10� 2//"+1�-/&,/&16�&0�1,�� %&"3"�),+$Ȓ1"/*� �-&1�)�$/,41%�#,/�1%"��"+"Ɯ1�,#�0%�/"%,)!"/0Ǿ�&10�-/,Ɯ10�0%�))�1%"/"#,/"��"�/"1�&+"!�#,/�&+3"01*"+1�&+1,�1%"�#212/"ǽ��%"��,�/!� ,+1&+2"0�1,�*,+&1,/�1%"�Ɯ+�+ &�)�-,0&1&,+�,#�1%"��,*-�+6��+!�4&))�-/,-,0"�!&3&!"+!0��1�1%"��--/,-/&�1"�1&*"�1,�1%"��"01�&+1"/"01�of the shareholders.

CONDUCT OF SHAREHOLDER MEETINGS

�/&+ &-)"� ǖǛǿ� �,*-�+&"0� 0%,2)!� "+ ,2/�$"� $/"�1"/� 0%�/"%,)!"/� -�/1& &-�1&,+� �1� $"+"/�)� *""1&+$0� ,#� 0%�/"%,)!"/0Ǿ� �+!� �)),4�0%�/"%,)!"/0�1%"�,--,/12+&16�1,� ,**2+& �1"�1%"&/�3&"40�,+�3�/&,20�*�11"/0��ƛ" 1&+$�1%"� ,*-�+6ǽ

In general meetings, shareholders are given the opportunity to communicate their views and direct questions to directors and Management regarding the Company. The Chairpersons of Board Committees are present at the AGM and other general meetings of shareholders, to assist the Board in addressing shareholders’ questions. The minutes of AGM are available to Shareholders upon their request.

�%�/"%,)!"/0�%�3"�1%"�,--,/12+&16�1,�-�/1& &-�1"�"ƛ" 1&3")6��+!�1,�3,1"�&+�1%"����"&1%"/�&+�-"/0,+�,/��6�-/,56ǽ

The Company is not implementing absentia voting methods such as voting via mail, e-mail or fax until security, integrity and other -"/1&+"+1�&002"0��/"�0�1&0#� 1,/&)6�/"0,)3"!��+!��)0,�02�'" 1"!�1,�)"$&0)�1&3"��*"+!*"+1�1,�/" ,$+&0"�")" 1/,+& �3,1&+$ǽ

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Resolutions to be passed at general meetings are always separate and distinct in terms of issue and are consistent with the Code’s recommendation that companies avoid ‘bundling’ resolutions unless the resolutions are interdependent and linked so as to form one 0&$+&Ɯ �+1�-/,-,0�)ǽ

The Chairman of the AC, RC and NC will be available at AGM to respond to those questions relating to the work of these Board Committees. The external auditors are also present to address shareholders’ queries on the conduct of audit and the preparation and content of the auditors’ report.

The Board views the AGM as the principal forum for dialogue with shareholders, being an opportunity for shareholders to raise &002"0�-"/1�&+&+$�1,�1%"�-/,-,0"!�/"0,)21&,+0��+!ȡ,/��0(�1%"�!&/" 1,/0�,/�1%"���+�$"*"+1�.2"01&,+0�/"$�/!&+$�1%"��,*-�+6��+!�&10�operations.

To have greater transparency in the voting process, the Company conducts the voting of all its resolutions by poll at all its AGM and ��ǽ��%"�!"1�&)"!�3,1&+$� /"02)10�,#�"� %�,#� 1%"� /"0,)21&,+0� 1��)"!��/"��++,2+ "!�,+� 1%"�0�*"�!�6��ƞ"/� 1%"�*""1&+$0ǽ��%"� 1,1�)�+2*�"/0�,#�3,1"0� �01�#,/�,/��$�&+01�1%"�/"0,)21&,+0��/"��)0,��++,2+ "!��ƞ"/�1%"�*""1&+$0�3&�������ǽ

DEALING IN SECURITIES

The Company has adopted internal practices in relation to dealings in the Company’s securities pursuant to Section B of the SGX-ST �&01&+$���+2�)�ț�2)"0�,#���1�)&01Ȝ�1%�1��/"��--)& ��)"�1,��))�&10�,ƛ& "/0ǽ���%"��,*-�+6��+!�&10�,ƛ& "/0��/"�+,1��)),4"!�1,�!"�)�&+�1%"�Company’s securities on short term considerations; and during the period commencing one month before the announcement of the �,*-�+6ȉ0�%�)#�6"�/�,/�#2))�Ɯ+�+ &�)�6"�/�Ɯ+�+ &�)�/"02)10��+!�"+!&+$�,+�1%"�!�1"�,#�1%"��++,2+ "*"+10�,#�1%"�/")"3�+1�/"02)10ǽ

�&/" 1,/0��+!�,ƛ& "/0��/"�/".2&/"!�1,�,�0"/3"�&+0&!"/�1/�!&+$�-/,3&0&,+0�2+!"/�1%"��" 2/&1&"0��+!�212/"0�� 1���-ǽ�ǗǝǞ��1��))�1&*"0�even when dealing in the Company's securities within the permitted trading periods. Directors of the Company are required to report all dealings to the Company Secretary.

MATERIAL CONTRACTS

��3"�#,/�1%"�0"/3& "��$/""*"+1�"+1"/"!�&+1,�4&1%�1%"�"5" 21&3"�!&/" 1,/0�4%& %��/"�01&))�02�0&01&+$��0��1�1%"�"+!�,#��ǗǕǖǚ�Ǿ�1%"/"�4�0�+,�material contract entered into by the Company and its subsidiaries involving the interest of any director or controlling shareholders 02�0&01&+$��1�1%"�"+!�,#��ǗǕǖǚǽ�

INTERESTED PERSON TRANSACTIONS

The Company has established procedures to ensure that all transactions with interested persons are reported on in a timely manner 1,�1%"�����+!�1%�1�1%"�1/�+0� 1&,+0��/"� �//&"!�,21�,+�+,/*�)� ,**"/ &�)�1"/*0��+!�4&))�+,1��"�-/"'2!& &�)�1,�1%"�&+1"/"010�,#�1%"�Company and its minority shareholders.

During the year under review, there were no material interested person transactions requiring disclosure pursuant to Section B of the SGX-ST Listing Manual (Rules of Catalist).

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USE OF PROCEEDS

�%"/"�4"/"�+,�21&)&0�1&,+�,#�-/, ""!0�#/,*�1%"��,*-�+6��+!�&10�02�0&!&�/&"0�&+3,)3&+$�1%"�&+1"/"010�,#�1%"��%&"#��5" 21&3"��ƛ& "/Ǿ�1%"�Director(s) or the controlling shareholder that subsisted at the end of the Year or have been entered into since the end of the previous Ɯ+�+ &�)�6"�/ǽ�

CATALIST SPONSOR

The Company’s sponsor, Stamford Corporate Services Pte Ltd had not rendered any non-sponsorship services to the Company for �ǗǕǖǚǽ�

TABLE 1 – ATTENDANCE AT BOARD AND BOARD COMMITTEE MEETINGS FOR FY2015

Name of directorBoard

Audit Committee

Remuneration Committee

Nominating Committee

# No. of meetings Attendance

# No. of meetings Attendance

# No. of meetings Attendance

# No. of meetings Attendance

Tan Chung Yaw, Richard ǚ ǚ 2 2 4 4 1 1

Ong Kok Wah ǚ 4 2 2 4 ǘ 1 1

Sugiono Wiyono Sugialam ǚ 4 0# 0 4 ǘ 1 1

Juliana Julianti Samudro ǚ ǚ ʮ ʮ ʮ ʮ ʮ ʮ

Ang Chuan Hui, Peter ǚ ǚ ʮ ʮ ʮ ʮ ʮ ʮ

#� �,ǽ�,#�*""1&+$0�%")!�4%&)01���*"*�"/

TABLE 2 - BOARD AND BOARD COMMITTEES AS AT THE DATE OF THIS REPORT

Name of director Board membershipAudit

CommitteeNominatingCommittee

RemunerationCommittee

Tan Chung Yaw, Richard �+!"-"+!"+1�ȡ��,+Ȓ�5" 21&3"�Chairman

Chairman Member Chairman

Ong Kok Wah �+!"-"+!"+1ȡ��,+Ȓ�5" 21&3" Member Chairman Member

Sugiono Wiyono Sugialam* �,+Ȓ�+!"-"+!"+1ȡ�,+Ȓ�5" 21&3" Member Member Member

Juliana Julianti Samudro �,+Ȓ�+!"-"+!"+1ȡ�5" 21&3" ʮ ʮ ʮ

Ang Chuan Hui, Peter �,+Ȓ�+!"-"+!"+1ȡ�5" 21&3" ʮ ʮ ʮ

*� �--,&+1"!��0���*"*�"/�,#�1%"��2!&1��,**&11""�4&1%�"ƛ" 1�#/,*�ǘ�� 1,�"/�ǗǕǖǚǽ

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TABLE 3 – DATE OF DIRECTOR’S INITIAL APPOINTMENT & LAST RE-ELECTION & THEIR DIRECTORSHIPS

Name of directorAge

Date of initial appointment

Date of last re-election

Present directorships in listed companies

Past directorships in listed companies

Tan Chung Yaw, Richard ǚǖ ǗǛȡǕǜȡǗǕǖǖ ǘǕȡǕǙȡǗǕǖǙ Polaris Ltd.Asia Pay TV Trust (APTT)

ʮ

Ong Kok Wah 70 ǗǕȡǕǚȡǗǕǖǕ ǘǕȡǕǙȡǗǕǖǚ Polaris Ltd.ICP Ltd.

Chuan Hup Holdings Ltd.����ƛ0%,/"��1!ǽ

Sugiono Wiyono Sugialam ǚǘ ǗǛȡǕǜȡǗǕǖǖ ǘǕȡǕǙȡǗǕǖǚ Polaris Ltd.PT Trikomsel Oke Tbk., a company listed in IndonesiaPT Skybee Tbk., a company listed in Indonesia

ʮ

Juliana Julianti Samudro 44 ǗǛȡǕǜȡǗǕǖǖ ǗǞȡǕǙȡǗǕǖǘ Polaris Ltd.PT Trikomsel Oke Tbk., a company listed in IndonesiaPT Skybee Tbk., a company listed in Indonesia

ʮ

Ang Chuan Hui, Peter 49 ǕǖȡǕǘȡǗǕǖǗ ǘǕȡǕǙȡǗǕǖǙ Polaris Ltd.PT Trikomsel OkeTbk., a company listed in Indonesia

ʮ

TABLE 4 – REMUNERATION OF DIRECTORS

�%"��/"�(!,4+�,#�1%"�1,1�)�/"*2+"/�1&,+�,#�1%"�!&/" 1,/0�,#�1%"��,*-�+6�#,/�1%"�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ�&0�0"1�,21��"),4ǿ�

Name of director PositionBreakdown of remuneration in percentage Actual total remuneration

in compensation bands of $200,000

Directors’ fees

Salary BonusOther

�"+"Ɯ10 Total

Tan Chung Yaw, Richard INED 100% ʮ ʮ ʮ 100% <$200,000

Ong Kok Wah INED 100% ʮ ʮ ʮ 100% <$200,000

Sugiono Wiyono Sugialam NINED 100% ʮ ʮ ʮ 100% <$200,000

�"+'�*&+��,"*�/1,-,ȥ NINED ʮ ʮ ʮ ʮ ʮ ʮ

Juliana Julianti Samudro ED ʮ 79% 0% 21% 100% $200,001 - $400,000

Ang Chuan Hui, Peter ED ʮ 79% 0% 21% 100% $400,001 - $600,000

ȥ� �"0&$+"!��0�+,+Ȓ&+!"-"+!"+1��+!�+,+Ȓ"5" 21&3"�!&/" 1,/�4&1%�"ƛ" 1�#/,*�ǘ�� 1,�"/�ǗǕǖǚǽ

�,1"0

��ǿ��5" 21&3"�!&/" 1,/

�����ǿ��,+Ȓ�+!"-"+!"+1Ǿ��,+Ȓ"5" 21&3"�!&/" 1,/

����ǿ��+!"-"+!"+1Ǿ��,+Ȓ"5" 21&3"�!&/" 1,/

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Polaris Ltd. Annual Report 2015

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•� ��)�/6� ,*-/&0"0���0& � 0�)�/6Ǿ�-�6*"+1� #,/� )"�3"�+,1� 1�("+Ǿ��++2�)���$"��2--)"*"+1� ț���Ȝ��+!� 1%"��,*-�+6ȉ0� ,+1/&�21&,+�1,4�/!0�1%"��&+$�-,/"��"+1/�)��/,3&!"+1�2+!�4%"/"��--)& ��)"ǽ

• ��/&��)"��,+20�&0�-�&!���0"!�,+�1%"��,*-�+6��+!�&+!&3&!2�)Ȇ0�-"/#,/*�+ "ǽ

• �1%"/��"+"Ɯ10�&+ )2!"�1/�+0-,/1��)),4�+ "��+!�-"/0,+�)�&+ ,*"�1�5ǽ

• �%"��,*-�+6�%�0�+,�"*-),6""�0%�/"�,-1&,+�0 %"*"�&+�-)� "ǽ

• �%"�!&/" 1,/ȉ0�#""0��/"�02�'" 1�1,�0%�/"%,)!"/0ȉ��--/,3�)��1�1%"��++2�)�"+"/�)��""1&+$.

TABLE 4A – REMUNERATION OF KEY MANAGEMENT PERSONNEL

The breakdown of total remuneration of key management personnel of the Group (who are not directors or the CEO) for the year "+!"!�ǘǖ��" "*�"/�ǗǕǖǚ�&0�0"1�,21��"),4ǿ

Name of key management personnel

PositionBreakdown of remuneration in percentage Actual total remuneration

in compensation bands of $200,000Salary Bonus

Other �"+"Ɯ10 Total

Lim Chee Keong Head of Operations

ǝǚʢ 7% 8% 100% <$200,000

Chan Jwee Heng, Kenn Head of Human Resources &

"+"/�)��ƛ�&/0

ǝǘʢ 7% 10% 100% <$200,000

Lim Poh Choo, Janet* Financial Controller

Ǟǘʢ 1% 6% 100% <$200,000

ȥ�� �"0&$+"!��0�&+�+ &�)��,+1/,))"/�4&1%�"ƛ" 1�#/,*�ǖǚ� �+2�/6�ǗǕǖǛǽ

For the period under review, other than the three persons as listed above, the Company has no other key management personnel who are not also directors or the CEO.

• ��)�/6� ,*-/&0"0� ��0& � 0�)�/6Ǿ� -�6*"+1� #,/� )"�3"� +,1� 1�("+Ǿ� �+!� 1%"� �,*-�+6ȉ0� ,+1/&�21&,+� 1,4�/!0� 1%"� �&+$�-,/"� �"+1/�)��/,3&!"+1�2+!�4%"/"��--)& ��)"ǽ

• Variable �,+20�&0�-�&!���0"!�,+�1%"��,*-�+6��+!�&+!&3&!2�)Ȇ0�-"/#,/*�+ "ǽ

• �1%"/��"+"Ɯ10�&+ )2!"�1/�+0-,/1��+!�*,�&)"�-%,+"��)),4�+ "0ǽ�

• �%"��,*-�+6�%�0�+,�"*-),6""�0%�/"�,-1&,+�0 %"*"�&+�-)� "ǽ

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ǘǜ

D i r e c t o r s ' S t a t e m e n t

�%"�!&/" 1,/0�-/"0"+1�1%"&/�/"-,/1�1,�1%"�*"*�"/0�1,$"1%"/�4&1%�1%"��2!&1"!� ,+0,)&!�1"!�Ɯ+�+ &�)�01�1"*"+10�,#��,)�/&0��1!ǽ�ț1%"�“Company”) and its subsidiaries (collectively, the “Group”) and the balance sheet and statement of changes in equity of the Company #,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚǽ

1. Opinion of the directors

In the opinion of the directors, ț&Ȝ� 1%"� ,+0,)&!�1"!�Ɯ+�+ &�)�01�1"*"+1�,#�1%"�/,2-��+!�1%"���)�+ "�0%""10��+!�01�1"*"+10�,#� %�+$"0�&+�".2&16�,#�1%"�

�,*-�+6��/"�!/�4+�2-�0,��0�1,�$&3"���1/2"��+!�#�&/�3&"4�,#�1%"�Ɯ+�+ &�)�-,0&1&,+�,#�1%"�/,2-��+!�,#�1%"��,*-�+6��0��1�ǘǖ��" "*�"/�ǗǕǖǚ��+!�,#�1%"�Ɯ+�+ &�)�-"/#,/*�+ "Ǿ� %�+$"0�&+�".2&16��+!� �0%�Ɲ,40�,#�1%"�/,2-��+!�1%"� %�+$"0�&+�equity of the Company for the year ended on that date; and

(ii) at the date of this statement, there are reasonable grounds to believe that the Company will be able to pay its debts as and when they fall due.

2. Directors

�%"�!&/" 1,/0�,#�1%"��,*-�+6�&+�,ƛ& "��1�1%"�!�1"�,#�1%&0�01�1"*"+1��/"ǿ

Tan Chung Yaw, RichardAng Chuan Hui, Peter Juliana Julianti SamudroSugiono Wiyono Sugialam Ong Kok Wah

3. Arrangements to enable directors to acquire shares and debentures

�"&1%"/��1�1%"�"+!�,#�+,/��1��+6�1&*"�!2/&+$�1%"�Ɯ+�+ &�)�6"�/�4�0�1%"��,*-�+6���-�/16�1,��+6��//�+$"*"+1�4%,0"�,�'" 10��/"Ǿ�,/�,+"�,#�4%,0"�,�'" 10�&0Ǿ�1,�"+��)"�1%"�!&/" 1,/0�,#�1%"��,*-�+6�1,�� .2&/"��"+"Ɯ10��6�*"�+0�,#�1%"�� .2&0&1&,+�,#�0%�/"0�,/�debentures of the Company or any other body corporate.

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Polaris Ltd. Annual Report 2015

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4. Directors' interests in shares and debentures

�%"�#,)),4&+$�!&/" 1,/0Ǿ�4%,�%")!�,ƛ& "��1�1%"�"+!�,#�1%"�Ɯ+�+ &�)�6"�/Ǿ�%�!Ǿ�� ,/!&+$�1,�1%"�/"$&01"/�,#�!&/" 1,/0ȉ�0%�/"%,)!&+$0�/".2&/"!�1,��"�("-1�2+!"/�0" 1&,+�ǖǛǙ�,#�1%"��&+$�-,/"��,*-�+&"0�� 1Ǿ���-ǽ�ǚǕǾ��+�&+1"/"01�&+�0%�/"0��+!�0%�/"�,-1&,+0�,#�1%"�Company and related corporations (other than wholly-owned subsidiaries) as stated below:

Direct interest Deemed interest

Name of director

At the beginning of Ɯ+�+ &�)�6"�/�

At theend of

Ɯ+�+ &�)�6"�/

At thebeginning of Ɯ+�+ &�)�6"�/�

At theend of

Ɯ+�+ &�)�6"�/

�/!&+�/6�0%�/"0�,#�1%"��,*-�+6

Tan Chung Yaw, Richard – ǚǚǕǾǕǕǕ – 6,181,000

Sugiono Wiyono Sugialam ǘǗǛǾǕǕǘǾǛǚǗ ǘǗǛǾǕǕǘǾǛǚǗ ǖǕǾǛǘǞǾǜǗǖǾǕǜǗ ǖǕǾǙǛǞǾǖǝǞǾǘǜǙ

Ong Kok Wah 70,000,000 70,000,000 – –

�%"/"�4�0�+,� %�+$"�&+��+6�,#�1%"���,3"Ȓ*"+1&,+"!�&+1"/"010�&+�1%"��,*-�+6��"14""+�1%"�"+!�,#�1%"�Ɯ+�+ &�)�6"�/��+!�Ǘǖ�January 2016.

�5 "-1��0�!&0 ),0"!�&+�1%&0�/"-,/1Ǿ�+,�!&/" 1,/�4%,�%")!�,ƛ& "��1�1%"�"+!�,#�1%"�Ɯ+�+ &�)�6"�/�%�!�&+1"/"010� &+�0%�/"0Ǿ�0%�/"�,-1&,+0Ǿ�4�//�+10�,/�!"�"+12/"0�,#�1%"��,*-�+6Ǿ�,/�,#�/")�1"!� ,/-,/�1&,+0Ǿ�"&1%"/��1�1%"��"$&++&+$�,#�1%"�Ɯ+�+ &�)�6"�/�,/��1�1%"�"+!�,#�1%"�Ɯ+�+ &�)�6"�/ǽ

ǚǽ� �&/" 1,/0ȉ� ,+1/� 12�)��"+"Ɯ10

�5 "-1��0�!&0 ),0"!�&+�1%"�Ɯ+�+ &�)�01�1"*"+10Ǿ�0&+ "�1%"�"+!�,#�1%"�-/"3&,20�Ɯ+�+ &�)�6"�/Ǿ�+,�!&/" 1,/�,#�1%"��,*-�+6�%�0�/" "&3"!�,/��" ,*"�"+1&1)"!�1,�/" "&3"����"+"Ɯ1��6�/"�0,+�,#��� ,+1/� 1�*�!"��6�1%"��,*-�+6�,/���/")�1"!� ,/-,/�1&,+�4&1%�1%"�!&/" 1,/Ǿ�,/�4&1%���Ɯ/*�,#�4%& %�1%"�!&/" 1,/�&0���*"*�"/Ǿ�,/�4&1%����,*-�+6�&+�4%& %�1%"�!&/" 1,/�%�0���02�01�+1&�)�Ɯ+�+ &�)�interest.

6. Options

There is presently no option scheme on unissued shares of the Company or its subsidiaries.

D i r e c t o r s ' S t a t e m e n t

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7. Audit committee

�%"��2!&1��,**&11""�ț��Ȝ� �//&"!�,21�&10�#2+ 1&,+0�&+�� ,/!�+ "�4&1%�0" 1&,+�ǗǕǖ��țǚȜ�,#�1%"��&+$�-,/"��,*-�+&"0�� 1Ǿ���-ǽ�ǚǕǾ�&+ )2!&+$�1%"�#,)),4&+$ǿ

• Reviewed the audit plans of the internal and external auditors of the Group and the Company, and reviewed the internal auditor’s evaluation of the adequacy of the Company’s system of internal accounting controls and the assistance given by the Group and the Company’s management to the external and internal auditors

• �"3&"4"!�1%"�%�)#�6"�/)6��+!��++2�)�Ɯ+�+ &�)�01�1"*"+10��+!�1%"��2!&1,/ȉ0�/"-,/1�,+�1%"��++2�)�Ɯ+�+ &�)�01�1"*"+10�,#�the Group and the Company before their submission to the board of directors

• �"3&"4"!� "ƛ" 1&3"+"00� ,#� 1%"� /,2-� �+!� �,*-�+6ȉ0�*�1"/&�)� &+1"/+�)� ,+1/,)0Ǿ� &+ )2!&+$� Ɯ+�+ &�)Ǿ� ,-"/�1&,+�)� �+!�compliance controls and risk management via reviews carried out by the internal auditor

• Met with the external auditor, other committees, and management in separate executive sessions to discuss any matters that these groups believe should be discussed privately with the AC

• �"3&"4"!�)"$�)��+!�/"$2)�1,/6�*�11"/0�1%�1�*�6�%�3"���*�1"/&�)�&*-� 1�,+�1%"�Ɯ+�+ &�)�01�1"*"+10Ǿ�/")�1"!� ,*-)&�+ "�policies and programmes and any reports received from regulators

• �"3&"4"!�1%"� ,01�"ƛ" 1&3"+"00��+!�1%"�&+!"-"+!"+ "��+!�,�'" 1&3&16�,#�1%"�"51"/+�)��2!&1,/

• Reviewed the nature and extent of non-audit services provided by the external auditor

• Recommended to the board of directors the external auditor to be nominated, approved the compensation of the external auditor, and reviewed the scope and results of the audit

• Reported actions and minutes of the AC to the board of directors with such recommendations as the AC considered appropriate

• Reviewed interested person transactions in accordance with the requirements of the Section B of the SGX-ST Listing Manual (Rules of Catalist)

�%"���Ǿ�%�3&+$�/"3&"4"!��))�+,+Ȓ�2!&1�0"/3& "0�-/,3&!"!��6�1%"�"51"/+�)��2!&1,/�1,�1%"�/,2-Ǿ�&0�0�1&0Ɯ"!�1%�1�1%"�+�12/"��+!�"51"+1�,#� 02 %� 0"/3& "0�4,2)!�+,1��ƛ" 1� 1%"� &+!"-"+!"+ "�,#� 1%"�"51"/+�)��2!&1,/ǽ��%"����%�0��)0,� ,+!2 1"!��� /"3&"4�,#�interested person transactions.

The AC convened two meetings during the year with full attendance from all members. The AC has also met with internal and external auditors, without the presence of the Company’s management, at least once a year.

Further details regarding the AC are disclosed in the Report on Corporate Governance.

D i r e c t o r s ' S t a t e m e n t

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40

8. Auditor

The retiring auditors, Ernst & Young LLP, will not be seeking re-appointment at the forthcoming Annual General Meeting.

On behalf of the board of directors:

__________________________ ___________________________Juliana Julianti Samudro Ang Chuan Hui, PeterDirector Director

Singapore1 April 2016

D i r e c t o r s ' S t a t e m e n t

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Polaris Ltd. Annual Report 2015

41

Independent Auditor’s Report to the Members of Polaris Ltd.

Report on the Financial Statements

�"� %�3"� �2!&1"!� 1%"� � ,*-�+6&+$� Ɯ+�+ &�)� 01�1"*"+10� ,#� �,)�/&0� �1!ǽ� ț1%"� Ȋ�,*-�+6ȋȜ� �+!� &10� 02�0&!&�/&"0� ț ,))" 1&3")6Ǿ� 1%"�Ȋ/,2-ȋȜ�0"1�,21�,+�-�$"0�ǙǙ�1,�ǖǕǛǾ�4%& %� ,*-/&0"�1%"���)�+ "�0%""10�,#�1%"�/,2-��+!�1%"��,*-�+6��0��1�ǘǖ��" "*�"/�ǗǕǖǚǾ�1%"�statements of changes in equity of the Group and the Company and the consolidated income statement, consolidated statement of ,*-/"%"+0&3"�&+ ,*"��+!� ,+0,)&!�1"!� �0%�Ɲ,4�01�1"*"+1�,#�1%"�/,2-�#,/�1%"�6"�/�1%"+�"+!"!Ǿ��+!���02**�/6�,#�0&$+&Ɯ �+1�accounting policies and other explanatory information.

��+�$"*"+1ȉ0��"0-,+0&�&)&16�#,/�1%"�&+�+ &�)��1�1"*"+10

��+�$"*"+1� &0� /"0-,+0&�)"� #,/� 1%"� -/"-�/�1&,+� ,#� Ɯ+�+ &�)� 01�1"*"+10� 1%�1� $&3"� �� 1/2"� �+!� #�&/� 3&"4� &+� � ,/!�+ "� 4&1%� 1%"�-/,3&0&,+0�,#�1%"��&+$�-,/"��,*-�+&"0�� 1Ǿ��%�-1"/�ǚǕ�ț1%"�Ȋ� 1ȋȜ��+!��&+$�-,/"�&+�+ &�)��"-,/1&+$��1�+!�/!0Ǿ��+!�#,/�!"3&0&+$��+!�*�&+1�&+&+$���0601"*�,#�&+1"/+�)�� ,2+1&+$� ,+1/,)0�02ƛ& &"+1�1,�-/,3&!"���/"�0,+��)"��002/�+ "�1%�1��00"10��/"�0�#"$2�/!"!�against loss from unauthorised use or disposition; and transactions are properly authorised and that they are recorded as necessary 1,�-"/*&1�1%"�-/"-�/�1&,+�,#�1/2"��+!�#�&/�Ɯ+�+ &�)�01�1"*"+10��+!�1,�*�&+1�&+�� ,2+1��&)&16�,#��00"10ǽ�

�2!&1,/ȉ0��"0-,+0&�&)&16

�2/�/"0-,+0&�&)&16�&0�1,�"5-/"00��+�,-&+&,+�,+�1%"0"�Ɯ+�+ &�)�01�1"*"+10���0"!�,+� ,+!2 1&+$�1%"��2!&1�&+�� ,/!�+ "�4&1%��&+$�-,/"�Standards on Auditing. Due to the matter described in the Basis for Disclaimer of Opinion paragraphs, however, we were not able to ,�1�&+�02ƛ& &"+1��--/,-/&�1"��2!&1�"3&!"+ "�1,�-/,3&!"�����0&0�#,/��+��2!&1�,-&+&,+ǽ

I n d e p e n d e n t A u d i t o r ' s R e p o r t,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

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Polaris Ltd. Annual Report 2015

42

Independent Auditor’s Report to the Members of Polaris Ltd. (continued)

��0&0�#,/��&0 )�&*"/�,#��-&+&,+�

Investment in associate, PT Trikomsel Oke Tbk The Group equity accounted for its shares of loss of $16,618,000 of its associate, PT Trikomsel Oke Tbk (“TRIO”) for nine months up 1&))�ǘǕ��"-1"*�"/�ǗǕǖǚǽ��0��1� 1%�1�!�1"Ǿ� 1%"�/,2-��)0,�".2&16�� ,2+1"!�#,/�1%"�-,01Ȓ� .2&0&1&,+� ),0"0�,#�ʏǖǖǾǛǚǗǾǕǕǕ�,#�����ǽ� �+�3&"4�,#�1%"�"3"+10�#� "!��6�������0�!&0 ),0"!�&+��,1"�ǖǛ�1,�1%"�Ɯ+�+ &�)�01�1"*"+10Ǿ�1%"�*�+�$"*"+1�%�0�*�!"���#2))�&*-�&/*"+1�),00�,#�ʏǘǕǖǾǛǖǚǾǕǕǕ��+!�ʏǘǖǘǾǗǛǜǾǕǕǕ�,+�1%"�/,2-��+!��,*-�+6ȉ0�&+3"01*"+1�&+������/"0-" 1&3")6�#,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚǽ�

�%"�Ɯ+�+ &�)� 01�1"*"+10�,#������ #,/� 1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ�4"/"�+,1�*�!"��3�&)��)"� 1,� &10��2!&1,/��+!� 1%"��,*-�+6ǽ�� ,/!&+$)6Ǿ�1%"�Ɯ+�+ &�)�01�1"*"+10�,#������#,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ�4"/"�+,1��2!&1"!��6�&10��2!&1,/ǽ��

�0��1�1%"�!�1"�,#�1%&0�/"-,/1Ǿ�4"�4"/"�2+��)"�1,�,�1�&+�02ƛ& &"+1�&+#,/*�1&,+�1,�!"1"/*&+"�1%"��--/,-/&�1"+"00�,#�1%"�&*-�&/*"+1�),00"0��+!�0%�/"�,#�/"02)10�&+������#,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚǾ��0�4"))��0�1%"� �//6&+$�3�)2"0��+!�/" ,3"/��&)&16�,#�1%"�/,2-��+!��,*-�+6ȉ0�&+3"01*"+1�&+�������0��1�ǘǖ��" "*�"/�ǗǕǖǚǽ��+6��!'201*"+10�1,�1%"0"��*,2+10�4,2)!�%�3"���0&$+&Ɯ �+1� ,+0".2"+1&�)�"ƛ" 1�,+�1%"�Ɯ+�+ &�)�-,0&1&,+�,#�1%"�/,2-��+!��,*-�+6��0��1�ǘǖ��" "*�"/�ǗǕǖǚ��+!�1%"�Ɯ+�+ &�)�-"/#,/*�+ "�,#�1%"�/,2-�#,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�,+�1%�1�!�1"ǽ

�&0 )�&*"/�,#��-&+&,+

�" �20"�,#� 1%"�0&$+&Ɯ �+ "�,#� 1%"�*�11"/�!"0 /&�"!� &+� 1%"���0&0� #,/��&0 )�&*"/�,#��-&+&,+�-�/�$/�-%0Ǿ�4"�%�3"�+,1��""+���)"� 1,�,�1�&+�02ƛ& &"+1��--/,-/&�1"��2!&1�"3&!"+ "�1,�-/,3&!"�����0&0�#,/��+��2!&1�,-&+&,+ǽ�� ,/!&+$)6Ǿ�4"�!,�+,1�"5-/"00��+�,-&+&,+�,+�1%"�Ɯ+�+ &�)�01�1"*"+10ǽ

I n d e p e n d e n t A u d i t o r ' s R e p o r t,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

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Polaris Ltd. Annual Report 2015

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Independent Auditor’s Report to the Members of Polaris Ltd. (continued)

Report on Other Legal and Regulatory Requirements

In our opinion, the accounting and other records required by the Act to be kept by the Company and by those subsidiaries incorporated in Singapore of which we are the auditors have been properly kept in accordance with the provisions of the Act.

__________________________________

Ernst & Young LLPPublic Accountants and Chartered Accountants

Singapore1 April 2016

I n d e p e n d e n t A u d i t o r ' s R e p o r t,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

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Polaris Ltd. Annual Report 2015

44

Note2015$'000

2014$'000

Revenue 4 ǖǚǛǾǖǙǝ ǖǘǘǾǕǞǛ

Cost of sales țǖǙǝǾǙǘǖȜ țǖǗǘǾǕǚǘȜ

/,00�-/,Ɯ1 7,717 ǖǕǾǕǙǘ

Other items of incomeInterest income ǚ 486 177

Other income 6 ǖǾǚǕǘ ǚǘǛ

Other items of expenseMarketing and distribution țǙǖǚȜ țǚǞǘȜ

Administrative expenses țǜǾǙǗǚȜ (7,872)

Finance costs 7 (900) țǚǝǜȜ

Impairment of investment in an associate țǘǕǕǾǞǞǕȜ –

Other expenses 8 (11,640) țǖǾǕǗǘȜ

Share of results of associates 16 (16,742) ǙǾǘǙǖ

ț�,00Ȝȡ-/,Ɯ1��"#,/"�1�5� 9 țǘǗǝǾǙǕǛȜ ǚǾǕǗǗ

�+ ,*"�1�5� /"!&1ȡț"5-"+0"Ȝ 10 ǘǘǖ țǚǖǘȜ

ț�,00Ȝȡ-/,Ɯ1�#,/�1%"�6"�/ (328,075) 4,509

Attributable to:Owners of the Company țǘǗǚǾǜǕǛȜ 4,169

Non-controlling interests țǗǾǘǛǞȜ ǘǙǕ

ț�,00Ȝȡ-/,Ɯ1�#,/�1%"�6"�/ (328,075) 4,509

(Loss)/earnings per share attributable to owners of the Company (cents per share)

Basic 11 (1.91) ǕǽǕǚ

Diluted 11 (1.91) ǕǽǕǚ

�%"�� ,*-�+6&+$�� ,2+1&+$�-,)& &"0��+!�"5-)�+�1,/6�+,1"0�#,/*��+�&+1"$/�)�-�/1�,#�1%"�Ɯ+�+ &�)�01�1"*"+10ǽ

C o n s o l i d a t e d I n c o m e S t a t e m e n t,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

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Polaris Ltd. Annual Report 2015

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Note 2015$'000

2014$'000

ț�,00Ȝȡ-/,Ɯ1�#,/�1%"�6"�/ (328,075) 4,509

Other comprehensive income:�1"*0�1%�1�*�6��"�/" )�00&Ɯ"!�02�0".2"+1)6�1,��-/,Ɯ1�,/�),00Share of an associate’s other comprehensive income țǛǗǚȜ ǛǗǚ

Foreign currency translation Ǘǚ�ț�Ȝ ǙǘǛ țǘǞȜ

Other comprehensive income for the year, net of tax (189) 586

Total comprehensive income for the year (328,264) 5,095

Attributable to:Owners of the Company țǘǗǚǾǞǗǚȜ ǙǾǜǚǚ

Non-controlling interests țǗǾǘǘǞȜ ǘǙǕ

Total comprehensive income for the year (328,264) 5,095

�%"�� ,*-�+6&+$�� ,2+1&+$�-,)& &"0��+!�"5-)�+�1,/6�+,1"0�#,/*��+�&+1"$/�)�-�/1�,#�1%"�Ɯ+�+ &�)�01�1"*"+10ǽ

C o n s o l i d a t e d S t a t e m e n t o f C o m p r e h e n s i v e I n c o m e,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

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Polaris Ltd. Annual Report 2015

46

Group CompanyNote 2015

$'0002014$'000

2015$'000

2014$'000

Assets

�,+ʮ 2//"+1��00"10Property, plant and equipment 12 6,102 ǛǾǝǚǘ ǚǾǝǝǕ 6,296Investment properties ǖǘ ǗǾǚǕǖ ǗǾǚǞǘ ǗǾǚǕǖ ǗǾǚǞǘIntangible assets 14 619 ǖǾǛǕǚ ʮ –Investment in subsidiaries ǖǚ ʮ – ǝǾǙǗǚ ǝǾǚǖǗInvestment in associates 16 470 ǘǖǝǾǙǛǜ ʮ ǘǖǘǾǗǛǜInvestment securities 17 ʮ 600 ʮ –Other receivables 18 ǚǝ ǙǾǕǘǗ ǚǾǜǖǘ 6,020

ǞǾǜǚǕ ǘǘǙǾǖǚǕ ǗǗǾǚǖǞ ǘǘǛǾǛǝǝ

Current assetsTrade and other receivables 18 11,867 21,167 774 ǘǾǘǜǚInventoriesAssets held-for-sale

1917

ǘǾǝǖǙ600

ǘǾǜǚǙʮ

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ǖǞǾǖǚǖ ǗǝǾǘǗǕ ǖǾǙǛǘ ǘǾǜǖǞ

Total assets 28,901 362,470 23,982 340,407

Equity and liabilities

Current liabilitiesLoans and borrowings 21 ǘǾǕǞǝ 7,267 268 ǗǜǘTrade and other payables 22 ǛǾǘǜǕ 8,687 ǚǛǛ ǖǾǖǚǘDeferred revenue 60 Ǜǚǜ ʮ –Other liabilities Ǘǘ 812 792 422 ǚǚǚIncome tax payable 116 79 ʮ –

ǖǕǾǙǚǛ 17,482 ǖǾǗǚǛ 1,981

Net current assets 8,695 10,838 207 1,738

�,+ʮ 2//"+1�)&��&)&1&"0Loans and borrowings 21 ǚǾǛǗǜ ǚǾǝǝǖ ǚǾǛǗǜ ǚǾǝǝǖDeferred tax liabilities 24 ʮ ǙǘǙ ʮ –Other payables 22 ʮ 66 ǗǾǕǘǜ 2,200

ǚǾǛǗǜ ǛǾǘǝǖ 7,664 8,081

Total liabilities 16,083 23,863 8,920 10,062

Net assets 12,818 338,607 15,062 330,345

Equity attributable to owners of the CompanyShare capital Ǘǚ�ț�Ȝ 402,747 402,747 402,747 402,747Retained losses țǘǞǖǾǗǗǜȜ țǛǚǾǚǗǖȜ țǘǝǜǾǛǝǚȜ (72,402)Other reserve Ǘǚț Ȝ�ǔț!Ȝ ʮ Ǚǚǖ ʮ –Foreign currency translation reserve Ǘǚ�ț�Ȝ 792 ǚǛǕ ʮ –

ǖǗǾǘǖǗ ǘǘǝǾǗǘǜ ǖǚǾǕǛǗ ǘǘǕǾǘǙǚ�,+ʮ ,+1/,))&+$�&+1"/"010 ǚǕǛ ǘǜǕ ʮ –Total equity 12,818 338,607 15,062 330,345

Total equity and liabilities 28,901 362,470 23,982 340,407

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Page 49: contents...2015/12/31  · Accounting for PT Trikomsel Oke Tbk, the Group recorded a net loss of $328.075 million for the year, a large portion of which was due to the provision of

Polaris Ltd. Annual Report 2015

47

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Page 50: contents...2015/12/31  · Accounting for PT Trikomsel Oke Tbk, the Group recorded a net loss of $328.075 million for the year, a large portion of which was due to the provision of

Polaris Ltd. Annual Report 2015

48

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Page 51: contents...2015/12/31  · Accounting for PT Trikomsel Oke Tbk, the Group recorded a net loss of $328.075 million for the year, a large portion of which was due to the provision of

Polaris Ltd. Annual Report 2015

49

2015Company Note Equity, total

Share capital(Note 25 (a)) Retained losses

$’000 $’000 $’000

Opening balance at 1 January 2015 330,345 402,747 (72,402)

Loss for the year, representing total comprehensive income for the year țǘǖǚǾǗǝǘȜ ʮ țǘǖǚǾǗǝǘȜ

Closing balance at 31 December 2015 15,062 402,747 (387,685)2014Company

Opening balance at 1 January 2014 17,939 89,769 (71,830)

Loss for the year, representing total comprehensive income for the year țǚǜǗȜ – țǚǜǗȜ

Contributions by and distributions to owners

Shares issued for acquisition of an associate Ǘǚ�ț�Ȝ ǘǖǘǾǗǛǝ ǘǖǘǾǗǛǝ –

Share issuance expense Ǘǚ�ț�Ȝ (290) (290) –

Total transactions with owners in their capacity as owners ǘǖǗǾǞǜǝ ǘǖǗǾǞǜǝ –

Closing balance at 31 December 2014 330,345 402,747 (72,402)

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Page 52: contents...2015/12/31  · Accounting for PT Trikomsel Oke Tbk, the Group recorded a net loss of $328.075 million for the year, a large portion of which was due to the provision of

Polaris Ltd. Annual Report 2015

ǚǕ

Note 2015 2014

$’000 $’000

Operating activities

ț�,00Ȝȡ�/,Ɯ1��"#,/"�1�5� țǘǗǝǾǙǕǛȜ ǚǾǕǗǗ

�!'201*"+10�#,/ǿ

Amortisation of intangible assets 14 ǘǖǝ ǘǖǝ

Depreciation of property, plant and equipment 12 778 ǚǚǘ

Depreciation of investment properties ǖǘ 92 44

Finance costs 7 900 ǚǝǜ

Interest income ǚ (486) (177)

Allowance for impairment of goodwill 14 668 –

Allowance for doubtful debts 18 9,278 ʮ

Waiver of amount due to suppliers 6 țǞǙǘȜ ʮ

�+3"+1,/&"0�4/&11"+ʮ!,4+ 19 220 21

Net gain on disposal of a subsidiary 6 ʮ țǚȜ

Net gain on waiver of accrued interest expenses 6 ʮ (87)

Net loss on disposal of property, plant and equipment 8 ǝǘ Ǜǚ

Share of results of an associate 16 16,742 țǙǾǘǙǖȜ

Impairment of investment in an associate 8 ǘǕǕǾǞǞǕ ʮ

�+/"�)&0"!�"5 %�+$"�),00 460 ʮ

�,1�)��!'201*"+10 ǘǗǞǾǖǕǕ țǘǾǕǗǗȜ

�-"/�1&+$� �0%�Ɲ,40��"#,/"� %�+$"0�&+�4,/(&+$� �-&1�) 694 2,000

Changes in working capital

���ț�+ /"�0"Ȝȡ!" /"�0"�&+�&+3"+1,/&"0 (1,474) ǘǞǛ

����" /"�0"ȡț&+ /"�0"Ȝ�&+�1/�!"��+!�,1%"/�/" "&3��)"0 7,681 țǜǾǙǗǘȜ

����" /"�0"ȡț&+ /"�0"Ȝ�&+�-/"-�&!�,-"/�1&+$�"5-"+0"0 Ǟǘ (164)

���ț�" /"�0"Ȝȡ&+ /"�0"�&+�1/�!"��+!�,1%"/�-�6��)"0 țǝǙǘȜ 1,211

����+ /"�0"ȡț!" /"�0"Ȝ�&+ /"�0"�&+�,1%"/�)&��&)&1&"0 ǘǚ (104)

Total changes in working capital ǚǾǙǞǗ (6,084)

��0%�Ɲ,40�$"+"/�1"!�20"!�&+�,-"/�1&,+0 6,186 (4,084)

Interest received 210 ǘ

Interest paid (900) țǚǝǜȜ

Income taxes paid (66) (11)

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Page 53: contents...2015/12/31  · Accounting for PT Trikomsel Oke Tbk, the Group recorded a net loss of $328.075 million for the year, a large portion of which was due to the provision of

Polaris Ltd. Annual Report 2015

ǚǖ

Note 2015 2014

$’000 $’000

Investing activities

Investment in associates 16 țǘǛǕȜ țǖǚǕǾǗǘǘȜ

Investment in securities 17 ʮ (600)

Loan to an associate 18 (2,196) ʮ

Loan to franchisee 18 țǖǾǗǖǘȜ ʮ

Purchase of property, plant and equipment 12 (124) țǘǾǘǝǖȜ

Purchase of investment property ǖǘ ʮ (889)

�"1� �0%�Ɲ,40�20"!�&+�&+3"01&+$�� 1&3&1&"0 (3,893) (155,103)

Financing activities

Proceeds from issuance of shares of the Company 16 ʮ ǖǚǕǾǕǕǕ

Proceeds from issuance of shares by subsidiaries to non-controlling shareholders ǘǚǕ –

Proceeds from loans and borrowings ǘǗǾǚǝǗ ǖǝǾǘǗǕ

Share issuance expense Ǘǚ�ț�Ȝ ʮ (290)

Repayment of loans and borrowings țǘǙǾǞǜǗȜ (10,721)

�"1� �0%�Ɲ,40�ț20"!�&+Ȝȡ#/,*�Ɯ+�+ &+$�� 1&3&1&"0 (2,040) 157,309

Net decrease in cash and cash equivalents (503) (2,473)

�ƛ" 1�,#�"5 %�+$"�/�1"� %�+$"0�,+� �0%��+!� �0%�".2&3�)"+10 67 (40)

Cash and cash equivalents at 1 January 3,173 5,686

Cash and cash equivalents at 31 December 20 2,737 3,173

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Page 54: contents...2015/12/31  · Accounting for PT Trikomsel Oke Tbk, the Group recorded a net loss of $328.075 million for the year, a large portion of which was due to the provision of

Polaris Ltd. Annual Report 2015

ǚǗ

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1. Corporate information

Polaris Ltd. (the “Company”) is a limited liability company incorporated and domiciled in Singapore and is listed on the Singapore Exchange Securities Trading Limited (“SGX-ST”).

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2.2 Changes in accounting policies

�%"�� ,2+1&+$�-,)& &"0��!,-1"!��/"� ,+0&01"+1�4&1%�1%,0"�,#�1%"�-/"3&,20�Ɯ+�+ &�)�6"�/�"5 "-1�&+�1%"� 2//"+1�Ɯ+�+ &�)�6"�/Ǿ�1%"�/,2-�%�0��!,-1"!��))�1%"�+"4��+!�/"3&0"!�01�+!�/!0�4%& %��/"�"ƛ" 1&3"�#,/��++2�)�Ɯ+�+ &�)�-"/&,!0��"$&++&+$�,+�,/��ƞ"/�ǖ� �+2�/6�ǗǕǖǚǽ��%"��!,-1&,+�,#�1%"0"�01�+!�/!0�!&!�+,1�%�3"��+6�"ƛ" 1�,+�1%"�Ɯ+�+ &�)�-"/#,/*�+ "�,/�-,0&1&,+�,#�1%"�/,2-�and the Company.

2.3 Standards issued but not yet effective

�%"�/,2-�%�0�+,1��!,-1"!�1%"�#,)),4&+$�01�+!�/!0�1%�1�%�3"��""+�&002"!��21�+,1�6"1�"ƛ" 1&3"ǿ

Description�ƛ" 1&3"�#,/��++2�)�-"/&,!0��"$&++&+$�,+�,/��ƞ"/

Amendments to FRS 19 �"Ɯ+"!��"+"Ɯ1��)�+0ǿ��*-),6""��,+1/&�21&,+0 ǖ� 2)6�ǗǕǖǚ�

�*-/,3"*"+10�1,���0�ț �+2�/6�ǗǕǖǚȜ� ǖ� 2)6�ǗǕǖǚ

(a) Amendments to FRS 102 �%�/"���0"!���6*"+1�

ț�Ȝ��*"+!*"+10�1,����ǖǕǘ��20&+"00��,*�&+�1&,+0

(c) Amendments to FRS 108 �-"/�1&+$��"$*"+10

ț!Ȝ��*"+!*"+10�1,����ǖǖǘ��&/���)2"��"�02/"*"+1

(e) Amendments to FRS 16 �/,-"/16Ǿ��)�+1��+!��.2&-*"+1��+!����ǘǝ��+1�+$&�)"��00"10

(f) Amendments to FRS 24 �")�1"!���/16��&0 ),02/"0

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Polaris Ltd. Annual Report 2015

ǚǘ

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

Ǘǽ� �2**�/6�,#�0&$+&Ɯ �+1�� ,2+1&+$�-,)& &"0�ț ,+1&+2"!Ȝ

2.3 Standards issued but not yet effective (continued)

Description�ƛ" 1&3"�#,/��++2�)�-"/&,!0��"$&++&+$�,+�,/��ƞ"/

�*-/,3"*"+10�1,���0�ț"�/2�/6�ǗǕǖǚȜ� ǖ� 2)6�ǗǕǖǚ

ț�Ȝ��*"+!*"+10�1,����ǖǕǘ��20&+"00��,*�&+�1&,+0

ț�Ȝ�*"+!*"+10�1,����ǖǖǘ��&/���)2"��"�02/"*"+1

�*-/,3"*"+10�1,���0�ț�,3"*�"/�ǗǕǖǚȜ� 1 January 2016

ț�Ȝ����ǖǕǚ��,+ʮ 2//"+1��00"10��")!�#,/���)"��+!��&0 ,+1&+2"!��-"/�1&,+0

(b) FRS 107 &+�+ &�)��+01/2*"+10ǿ��&0 ),02/"0

(c) FRS 19 �*-),6""��"+"Ɯ10

ț!Ȝ����ǘǙ��+1"/&*�&+�+ &�)��"-,/1&+$

Amendments to FRS 1 �&0 ),02/"��+&1&�1&3" 1 January 2016

Amendments to FRS 27 �.2&16��"1%,!�&+��"-�/�1"�&+�+ &�)��1�1"*"+10 1 January 2016

�*"+!*"+10�1,����ǖǛ�ǔ�ǘǝ��)�/&Ɯ �1&,+�,#�� "-1��)"��"1%,!0�,#��"-/" &�1&,+ ��+!��*,/1&0�1&,+ 1 January 2016

Amendments to FRS 110 & 28 ��)"�,/��,+1/&�21&,+�,#��00"10��"14""+��+��+3"01,/��+!� &10��00, &�1"�,/� ,&+1��"+12/" 1 January 2016

Amendments to FRS 111 � ,2+1&+$�#,/�� .2&0&1&,+0�,#��+1"/"010�&+� ,&+1��-"/�1&,+0 1 January 2016

Amendments to FRS 110, FRS 112 and FRS 28 �+3"01*"+1��+1&1&"0ǿ��--)6&+$�1%"� �,+0,)&!�1&,+��5 "-1&,+ 1 January 2016

���ǖǖǚ��"3"+2"�#/,*��,+1/� 10�4&1%��201,*"/0 1 January 2018

FRS 109 &+�+ &�)��+01/2*"+10 1 January 2018

�5 "-1�#,/����ǖǖǚǾ�1%"�!&/" 1,/0�"5-" 1�1%�1�1%"��!,-1&,+�,#�1%"�01�+!�/!0���,3"�4&))�%�3"�+,�*�1"/&�)�&*-� 1�,+�1%"�Ɯ+�+ &�)�statements in the period of initial application. The nature of the impending changes in accounting policy on adoption of FRS ǖǖǚ�&0�!"0 /&�"!��"),4ǽ

���ǖǖǚ��"3"+2"�#/,*��,+1/� 10�4&1%��201,*"/0

���ǖǖǚ�4�0�&002"!�&+��,3"*�"/�ǗǕǖǚ��+!�"01��)&0%"0���+"4�Ɯ3"ʮ01"-�*,!")�1%�1�4&))��--)6�1,�/"3"+2"��/&0&+$�#/,*� ,+1/� 10�4&1%� 201,*"/0ǽ��+!"/����ǖǖǚǾ�/"3"+2"�&0�/" ,$+&0"!��1��+��*,2+1�1%�1�/"Ɲ" 10�1%"� ,+0&!"/�1&,+�1,�4%& %��+�"+1&16�"5-" 10�1,��"�"+1&1)"!�&+�"5 %�+$"�#,/�1/�+0#"//&+$�$,,!0�,/�0"/3& "0�1,��� 201,*"/ǽ��%"�-/&+ &-)"0�&+����ǖǖǚ�-/,3&!"���*,/"�01/2 12/"!�approach to measuring and recognising revenue. The new revenue standard is applicable to all entities and will supersede all 2//"+1�/"3"+2"�/" ,$+&1&,+�/".2&/"*"+10�2+!"/���ǽ��&1%"/���#2))�,/�*,!&Ɯ"!�/"1/,0-" 1&3"��--)& �1&,+�&0�/".2&/"!�#,/��++2�)�-"/&,!0��"$&++&+$�,+�,/��ƞ"/�ǖ� �+2�/6�ǗǕǖǝ�4&1%�"�/)6��!,-1&,+�-"/*&11"!ǽ��%"�/,2-�&0� 2//"+1)6��00"00&+$�1%"�&*-� 1�,#����ǖǖǚ��+!�-)�+0�1,��!,-1�1%"�+"4�01�+!�/!�,+�1%"�/".2&/"!�"ƛ" 1&3"�!�1"ǽ

Page 56: contents...2015/12/31  · Accounting for PT Trikomsel Oke Tbk, the Group recorded a net loss of $328.075 million for the year, a large portion of which was due to the provision of

Polaris Ltd. Annual Report 2015

ǚǙ

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

Ǘǽ� �2**�/6�,#�0&$+&Ɯ �+1�� ,2+1&+$�-,)& &"0�ț ,+1&+2"!Ȝ

2.4 Basis of consolidation and business combinations

a) Basis of consolidation

�%"� ,+0,)&!�1"!�Ɯ+�+ &�)�01�1"*"+10� ,*-/&0"�1%"�Ɯ+�+ &�)�01�1"*"+10�,#�1%"��,*-�+6��+!�&10�02�0&!&�/&"0��0��1�1%"�"+!�,#� 1%"�/"-,/1&+$�-"/&,!ǽ��%"�Ɯ+�+ &�)�01�1"*"+10�,#� 1%"�02�0&!&�/&"0�20"!� &+� 1%"�-/"-�/�1&,+�,#� 1%"� ,+0,)&!�1"!�Ɯ+�+ &�)� 01�1"*"+10� �/"� -/"-�/"!� #,/� 1%"� 0�*"� /"-,/1&+$� !�1"� �0� 1%"� �,*-�+6ǽ� �,+0&01"+1� � ,2+1&+$� -,)& &"0� �/"�applied to like transactions and events in similar circumstances.

All intra-group balances, income and expenses and unrealised gains and losses resulting from intra-group transactions and dividends are eliminated in full.

Subsidiaries are consolidated from the date of acquisition, being the date on which the Group obtains control, and continue to be consolidated until the date that such control ceases.

�,00"0�4&1%&+���02�0&!&�/6��/"��11/&�21"!�1,�1%"�+,+Ȓ ,+1/,))&+$�&+1"/"01�"3"+�&#�1%�1�/"02)10�&+���!"Ɯ &1���)�+ "ǽ

A change in the ownership interest of a subsidiary, without a loss of control, is accounted for as an equity transaction. If the Group loses control over a subsidiary, it:

– de-recognises the assets (including goodwill) and liabilities of the subsidiary at their carrying amounts at the date when control is lost;

– de-recognises the carrying amount of any non-controlling interest;–� !"Ȓ/" ,$+&0"0�1%"� 2*2)�1&3"�1/�+0)�1&,+�!&ƛ"/"+ "0�/" ,/!"!�&+�".2&16Ȁ– recognises the fair value of the consideration received;– recognises the fair value of any investment retained;–� /" ,$+&0"0��+6�02/-)20�,/�!"Ɯ &1�&+�-/,Ɯ1�,/�),00Ȁ–� /"Ȓ )�00&Ɯ"0�1%"�/,2-ȉ0�0%�/"�,#� ,*-,+"+10�-/"3&,20)6�/" ,$+&0"!�&+�,1%"/� ,*-/"%"+0&3"�&+ ,*"�1,�-/,Ɯ1�,/�

loss or retained earnings, as appropriate.

b) Business combinations and goodwill

�20&+"00� ,*�&+�1&,+0��/"�� ,2+1"!�#,/��6��--)6&+$�1%"�� .2&0&1&,+�*"1%,!ǽ��!"+1&Ɯ��)"��00"10�� .2&/"!��+!�)&��&)&1&"0�assumed in a business combination are measured initially at their fair values at the acquisition date. Acquisition-related costs are recognised as expenses in the periods in which the costs are incurred and the services are received.

Any contingent consideration to be transferred by the acquirer will be recognised at fair value at the acquisition date. Subsequent changes to the fair value of the contingent consideration which is deemed to be an asset or liability, will be /" ,$+&0"!�&+�-/,Ɯ1�,/�),00ǽ

The Group elects for each individual business combination, whether non-controlling interest in the acquiree (if any), that are present ownership interests and entitle their holders to a proportionate share of net assets in the event of liquidation, is recognised on the acquisition date at fair value, or at the non-controlling interest’s proportionate share of the acquiree’s &!"+1&Ɯ��)"�+"1��00"10ǽ��1%"/� ,*-,+"+10�,#�+,+Ȓ ,+1/,))&+$�&+1"/"010��/"�*"�02/"!��1�1%"&/�� .2&0&1&,+�!�1"�#�&/�3�)2"Ǿ�unless another measurement basis is required by another FRS.

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Polaris Ltd. Annual Report 2015

ǚǚ

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

Ǘǽ� �2**�/6�,#�0&$+&Ɯ �+1�� ,2+1&+$�-,)& &"0�ț ,+1&+2"!Ȝ

2.4 Basis of consolidation and business combinations (continued)

b) Business combinations and goodwill (continued)

Any excess of the sum of the fair value of the consideration transferred in the business combination, the amount of non-controlling interest in the acquiree (if any), and the fair value of the Group’s previously held equity interest in the � .2&/""�ț&#��+6ȜǾ�,3"/�1%"�+"1�#�&/�3�)2"�,#�1%"�� .2&/""ȉ0�&!"+1&Ɯ��)"��00"10��+!�)&��&)&1&"0�&0�/" ,/!"!��0�$,,!4&))ǽ��%"�accounting policy for goodwill is set out in Note 2.9(a). In instances where the latter amount exceeds the former, the "5 "00�&0�/" ,$+&0"!��0�$�&+�,+���/$�&+�-2/ %�0"�ț,/�+"$�1&3"�$,,!4&))Ȝ�&+�-/,Ɯ1�,/�),00�,+�1%"�� .2&0&1&,+�!�1"ǽ

Goodwill is initially measured at cost. Following initial recognition, goodwill is measured at cost less any accumulated impairment losses.

For the purpose of impairment testing, goodwill acquired in a business combination is, from the acquisition date, �)), �1"!� 1,� 1%"� /,2-ȉ0� �0%Ȓ$"+"/�1&+$� 2+&10� 1%�1� �/"� "5-" 1"!� 1,� �"+"Ɯ1� #/,*� 1%"� 06+"/$&"0� ,#� 1%"� ,*�&+�1&,+Ǿ�irrespective of whether other assets or liabilities of the acquiree are assigned to those units.

The cash-generating units to which goodwill have been allocated is tested for impairment annually and whenever there is an indication that the cash-generating unit may be impaired. Impairment is determined for goodwill by assessing the recoverable amount of each cash-generating unit (or group of cash-generating units) to which the goodwill relates.

2.5 Transactions with non-controlling interests

Non-controlling interest represents the equity in subsidiaries not attributable, directly or indirectly, to owners of the Company.

Changes in the Company’s ownership interest in a subsidiary that do not result in a loss of control are accounted for as equity 1/�+0� 1&,+0ǽ� �+� 02 %� &/ 2*01�+ "0Ǿ� 1%"� �//6&+$��*,2+10�,#� 1%"� ,+1/,))&+$��+!�+,+Ȓ ,+1/,))&+$� &+1"/"010� �/"��!'201"!� 1,�/"Ɲ" 1�1%"� %�+$"0�&+�1%"&/�/")�1&3"�&+1"/"010�&+�1%"�02�0&!&�/6ǽ��+6�!&ƛ"/"+ "��"14""+�1%"��*,2+1��6�4%& %�1%"�+,+Ȓ ,+1/,))&+$�&+1"/"01�&0��!'201"!��+!�1%"�#�&/�3�)2"�,#�1%"� ,+0&!"/�1&,+�-�&!�,/�/" "&3"!�&0�/" ,$+&0"!�!&/" 1)6�&+�".2&16��+!��11/&�21"!�1,�owners of the Company.

2.6 Foreign currency

�%"�Ɯ+�+ &�)�01�1"*"+10��/"�-/"0"+1"!�&+��&+$�-,/"��,))�/0Ǿ�4%& %�&0��)0,�1%"��,*-�+6ȉ0�#2+ 1&,+�)� 2//"+ 6ǽ��� %�"+1&16�&+�1%"�/,2-�!"1"/*&+"0�&10�,4+�#2+ 1&,+�)� 2//"+ 6��+!�&1"*0�&+ )2!"!�&+�1%"�Ɯ+�+ &�)�01�1"*"+10�,#�"� %�"+1&16��/"�*"�02/"!�using that functional currency.

a) Transactions and balances

Transactions in foreign currencies are measured in the respective functional currencies of the Company and its subsidiaries and are recorded on initial recognition in the functional currencies at exchange rates approximating those ruling at the transaction dates. Monetary assets and liabilities denominated in foreign currencies are translated at the rate of exchange ruling at the end of the reporting period. Non-monetary items that are measured in terms of historical cost in a foreign currency are translated using the exchange rates as at the dates of the initial transactions. Non-monetary items measured at fair value in a foreign currency are translated using the exchange rates at the date when the fair value was measured.

�5 %�+$"�!&ƛ"/"+ "0��/&0&+$�,+�1%"�0"11)"*"+1�,#�*,+"1�/6� &1"*0�,/�,+�1/�+0)�1&+$�*,+"1�/6� &1"*0��1�1%"�"+!�,#�1%"�/"-,/1&+$�-"/&,!��/"�/" ,$+&0"!�&+�-/,Ɯ1�,/�),00ǽ

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Polaris Ltd. Annual Report 2015

ǚǛ

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

Ǘǽ� �2**�/6�,#�0&$+&Ɯ �+1�� ,2+1&+$�-,)& &"0�ț ,+1&+2"!Ȝ

2.6 Foreign currency (continued)

b) Consolidated financial statements

For consolidation purpose, the assets and liabilities of foreign operations are translated into SGD at the rate of exchange /2)&+$��1�1%"�"+!�,#�1%"�/"-,/1&+$�-"/&,!��+!�1%"&/�-/,Ɯ1�,/�),00��/"�1/�+0)�1"!��1�1%"�"5 %�+$"�/�1"0�-/"3�&)&+$��1�1%"�!�1"�,#�1%"�1/�+0� 1&,+0ǽ��%"�"5 %�+$"�!&ƛ"/"+ "0��/&0&+$�,+�1%"�1/�+0)�1&,+��/"�/" ,$+&0"!�&+�,1%"/� ,*-/"%"+0&3"�&+ ,*"ǽ�On disposal of a foreign operation, the component of other comprehensive income relating to that particular foreign ,-"/�1&,+�&0�/" ,$+&0"!�&+�-/,Ɯ1�,/�),00ǽ�

2.7 Property, plant and equipment

All items of property, plant and equipment are initially recorded at cost. Subsequent to recognition, property, plant and equipment are measured at cost less accumulated depreciation and any accumulated impairment losses.

Depreciation is computed on a straight-line basis over the estimated useful lives of the assets as follows:

–� �,**"/ &�)�-/,-"/1&"0ǿ�ǘǕ�6"�/0–� 2/+&12/"Ǿ�Ɯ512/"0��+!�/"+,3�1&,+ǿ�ǘ�Ȓ�ǚ�6"�/0–� �ƛ& "�".2&-*"+1��+!� ,*-21"/0ǿ�ǘ�Ȓ�ǚ�6"�/0–� �,1,/�3"%& )"ǿ�ǚ�6"�/0

The carrying values of property, plant and equipment are reviewed for impairment when events or changes in circumstances indicate that the carrying value may not be recoverable.

�%"�/"0&!2�)�3�)2"Ǿ�20"#2)�)&#"��+!�!"-/" &�1&,+�*"1%,!��/"�/"3&"4"!��1�"� %�Ɯ+�+ &�)�6"�/Ȓ"+!Ǿ��+!��!'201"!�-/,0-" 1&3")6Ǿ�&#�appropriate.

�+�&1"*�,#�-/,-"/16Ǿ�-)�+1��+!�".2&-*"+1�&0�!"/" ,$+&0"!�2-,+�!&0-,0�)�,/�4%"+�+,�#212/"�" ,+,*& ��"+"Ɯ10��/"�"5-" 1"!�#/,*�&10�20"�,/�!&0-,0�)ǽ��+6�$�&+�,/�),00�,+�!"Ȓ/" ,$+&1&,+�,#�1%"��00"1�&0�&+ )2!"!�&+�1%"�-/,Ɯ1�,/�),00�&+�1%"�6"�/�1%"��00"1�&0�derecognised.

2.8 Investment properties

�+3"01*"+1�-/,-"/1&"0��/"�-/,-"/1&"0� 1%�1� �/"� "&1%"/�,4+"!��6� 1%"�/,2-�,/� )"�0"!�2+!"/���Ɯ+�+ "� )"�0"� 1%�1� �/"�%")!� 1,�earn rentals or for capital appreciation, or both, rather than for use in the production or supply of goods or services, or for administrative purposes, or in the ordinary course of business. Investment properties comprise completed investment properties and properties that are being constructed or developed for future use as investment properties. Properties held 2+!"/�,-"/�1&+$�)"�0"0��/"� )�00&Ɯ"!��0�&+3"01*"+1�-/,-"/1&"0�4%"+�1%"�!"Ɯ+&1&,+�,#��+�&+3"01*"+1�-/,-"/16�&0�*"1ǽ

Investment properties are initially measured at cost and subsequently carried at cost less accumulated depreciation and accumulated impairment losses. Depreciation is calculated using the straight-line method to allocate the depreciable amounts over the estimated useful life as follows:

Ȕ� �,**"/ &�)�-/,-"/1&"0ǿ�ǘǕ�6"�/0

Investment properties are derecognised when either they have been disposed of or when the investment property is -"/*�+"+1)6�4&1%!/�4+�#/,*�20"��+!�+,� #212/"�" ,+,*& ��"+"Ɯ1� &0�"5-" 1"!� #/,*�&10�!&0-,0�)ǽ��+6�$�&+0�,/� ),00"0�,+�1%"�/"1&/"*"+1�,/�!&0-,0�)�,#��+�&+3"01*"+1�-/,-"/16��/"�/" ,$+&0"!�&+�-/,Ɯ1�,/�),00�&+�1%"�6"�/�,#�/"1&/"*"+1�,/�!&0-,0�)ǽ�

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Polaris Ltd. Annual Report 2015

ǚǜ

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

Ǘǽ� �2**�/6�,#�0&$+&Ɯ �+1�� ,2+1&+$�-,)& &"0�ț ,+1&+2"!Ȝ

2.8 Investment properties (continued)

Transfers are made to or from investment properties only when there is a change in use. For a transfer from investment properties to owner-occupied property, the deemed cost for subsequent accounting is the fair value at the date of change in use. For a transfer from owner-occupied property to investment properties, the property is accounted for in accordance with the accounting policy for property, plant and equipment set out in Note 2.7 up to the date of change in use.

2.9 Intangible assets

a) Goodwill

Goodwill is initially measured at cost. Following initial recognition, goodwill is measured at cost less any accumulated impairment losses.

For the purpose of impairment testing, goodwill acquired in a business combination is, from the acquisition date, �)), �1"!� 1,� 1%"� /,2-ȉ0� �0%Ȓ$"+"/�1&+$� 2+&10� 1%�1� �/"� "5-" 1"!� 1,� �"+"Ɯ1� #/,*� 1%"� 06+"/$&"0� ,#� 1%"� ,*�&+�1&,+Ǿ�irrespective of whether other assets or liabilities of the acquiree are assigned to those units.

The cash-generating unit to which goodwill has been allocated is tested for impairment annually and whenever there is an indication that the cash-generating unit may be impaired. Impairment is determined for goodwill by assessing the recoverable amount of each cash-generating unit (or group of cash-generating units) to which the goodwill relates. Where the recoverable amount of the cash-generating unit is less than the carrying amount, an impairment loss is recognised in 1%"�-/,Ɯ1�,/�),00ǽ��*-�&/*"+1�),00"0�/" ,$+&0"!�#,/�$,,!4&))��/"�+,1�/"3"/0"!�&+�02�0".2"+1�-"/&,!0ǽ�

Where goodwill forms part of a cash-generating unit and part of the operation within that cash-generating unit is disposed of, the goodwill associated with the operation disposed of is included in the carrying amount of the operation when determining the gain or loss on disposal of the operation. Goodwill disposed of in this circumstance is measured based on the relative fair values of the operations disposed of and the portion of the cash-generating unit retained.

b) Other intangible assets

Intangible assets acquired separately are measured initially at cost. The cost of intangible assets acquired in a business combination is their fair value as at the date of acquisition. Following initial acquisition, intangible assets are carried at cost less any accumulated amortisation and accumulated impairment losses. Internally generated intangible assets, "5 )2!&+$� �-&1�)&0"!�!"3"),-*"+1� ,010Ǿ��/"�+,1� �-&1�)&0"!��+!�"5-"+!&12/"�&0�/"Ɲ" 1"!�&+�-/,Ɯ1�,/�),00�&+�1%"�6"�/�&+�which the expenditure is incurred.

�%"�20"#2)�)&3"0�,#�&+1�+$&�)"��00"10��/"��00"00"!��0�Ɯ+&1"ǽ

�+1�+$&�)"� �00"10�4&1%� Ɯ+&1"� 20"#2)� )&3"0� �/"� �*,/1&0"!� ,3"/� 1%"� "01&*�1"!� 20"#2)� )&3"0� �+!� �00"00"!� #,/� &*-�&/*"+1�whenever there is an indication that the intangible asset may be impaired. The amortisation period and the amortisation *"1%,!��/"�/"3&"4"!��1�)"�01��1�"� %�Ɯ+�+ &�)�6"�/Ȓ"+!ǽ��%�+$"0�&+�1%"�"5-" 1"!�20"#2)�)&#"�,/�1%"�"5-" 1"!�-�11"/+�,#� ,+02*-1&,+�,#�#212/"�" ,+,*& ��"+"Ɯ10�"*�,!&"!�&+�1%"��00"1�&0�� ,2+1"!�#,/��6� %�+$&+$�1%"��*,/1&0�1&,+�-"/&,!�,/�method, as appropriate, and are treated as changes in accounting estimates.

�&+0�,/�),00"0��/&0&+$�#/,*�!"Ȓ/" ,$+&1&,+�,#��+�&+1�+$&�)"��00"1��/"�*"�02/"!��0�1%"�!&ƛ"/"+ "��"14""+�1%"�+"1�!&0-,0�)�-/, ""!0��+!�1%"� �//6&+$��*,2+1�,#�1%"��00"1��+!��/"�/" ,$+&0"!�&+�-/,Ɯ1�,/�),00�4%"+�1%"��00"1�&0�!"/" ,$+&0"!ǽ

The Group’s other intangible assets comprises of Customer Relationship and Lease Agreement. Accounting policy for the amortisation of other intangible assets is set out in Note 14.

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N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

Ǘǽ� �2**�/6�,#�0&$+&Ɯ �+1�� ,2+1&+$�-,)& &"0�ț ,+1&+2"!Ȝ

2.10 Impairment of non-financial assets

The Group assesses at each reporting date whether there is an indication that an asset may be impaired. If any indication exists, or when an annual impairment testing for an asset is required, the Group makes an estimate of the asset’s recoverable amount.

An asset’s recoverable amount is the higher of an asset’s or cash-generating unit’s fair value less costs of disposal and its value &+�20"��+!�&0�!"1"/*&+"!�#,/��+�&+!&3&!2�)��00"1Ǿ�2+)"00�1%"��00"1�!,"0�+,1�$"+"/�1"� �0%�&+Ɲ,40�1%�1��/"�)�/$")6�&+!"-"+!"+1�of those from other assets or groups of assets. Where the carrying amount of an asset or cash-generating unit exceeds its recoverable amount, the asset is considered impaired and is written down to its recoverable amount.

�*-�&/*"+1� ),00"0�,#� ,+1&+2&+$�,-"/�1&,+0��/"� /" ,$+&0"!� &+�-/,Ɯ1�,/� ),00Ǿ� "5 "-1� #,/� �00"10� 1%�1� �/"�-/"3&,20)6� /"3�)2"!�where the revaluation was taken to other comprehensive income. In this case, the impairment is also recognised in other comprehensive income up to the amount of any previous revaluation.

A previously recognised impairment loss is reversed only if there has been a change in the estimates used to determine the asset’s recoverable amount since the last impairment loss was recognised. If that is the case, the carrying amount of the asset is increased to its recoverable amount. That increase cannot exceed the carrying amount that would have been determined, +"1�,#�!"-/" &�1&,+Ǿ�%�!�+,�&*-�&/*"+1�),00��""+�/" ,$+&0"!�-/"3&,20)6ǽ��2 %�/"3"/0�)�&0�/" ,$+&0"!�&+�-/,Ɯ1�,/�),00�2+)"00�1%"�asset is measured at revalued amount, in which case the reversal is treated as a revaluation increase.

2.11 Subsidiaries

A subsidiary is an investee that is controlled by the Group. The Group controls an investee when it is exposed, or has rights, to 3�/&��)"�/"12/+0�#/,*�&10�&+3,)3"*"+1�4&1%�1%"�&+3"01""��+!�%�0�1%"���&)&16�1,��ƛ" 1�1%,0"�/"12/+0�1%/,2$%�&10�-,4"/�,3"/�1%"�investee.

�+�1%"��,*-�+6ȉ0�0"-�/�1"�Ɯ+�+ &�)�01�1"*"+10Ǿ�&+3"01*"+10�&+�02�0&!&�/&"0��/"�� ,2+1"!�#,/��1� ,01�)"00�&*-�&/*"+1�),00"0ǽ�

2.12 Associates

�+��00, &�1"�&0��+�"+1&16�,3"/�4%& %�1%"�/,2-�%�0�1%"�-,4"/�1,�-�/1& &-�1"�&+�1%"�Ɯ+�+ &�)��+!�,-"/�1&+$�-,)& 6�!" &0&,+0�,#�1%"�&+3"01""��21�!,"0�+,1�%�3"� ,+1/,)�,/�',&+1� ,+1/,)�,#�1%,0"�-,)& &"0ǽ

The Group account for its investments in associates using the equity method from the date on which it becomes an associate.

On acquisition of the investment, any excess of the cost of the investment over the Group’s share of the net fair value of the &+3"01""ȉ0�&!"+1&Ɯ��)"��00"10��+!�)&��&)&1&"0�&0�� ,2+1"!��0�$,,!4&))��+!�&0�&+ )2!"!�&+�1%"� �//6&+$��*,2+1�,#�1%"�&+3"01*"+1ǽ��+6�"5 "00�,#� 1%"�/,2-ȉ0�0%�/"�,#� 1%"�+"1� #�&/�3�)2"�,#� 1%"� &+3"01""ȉ0� &!"+1&Ɯ��)"��00"10��+!� )&��&)&1&"0�,3"/� 1%"� ,01�,#� 1%"�&+3"01*"+1�&0�&+ )2!"!��0�&+ ,*"�&+�1%"�!"1"/*&+�1&,+�,#�1%"�"+1&16ȉ0�0%�/"�,#�1%"��00, &�1"ȉ0�-/,Ɯ1�,/�),00�&+�1%"�-"/&,!�&+�4%& %�the investment is acquired.

�+!"/�1%"�".2&16�*"1%,!Ǿ�1%"�&+3"01*"+1�&+��00, &�1"0��/"� �//&"!�&+�1%"���)�+ "�0%""1��1� ,01�-)20�-,01Ȓ� .2&0&1&,+� %�+$"0�&+� 1%"�/,2-ȉ0� 0%�/"�,#�+"1��00"10�,#� 1%"��00, &�1"0ǽ��%"�-/,Ɯ1�,/� ),00� /"Ɲ" 10� 1%"�0%�/"�,#� /"02)10�,#� 1%"�,-"/�1&,+0�,#� 1%"�associates. Distributions received from associates reduce the carrying amount of the investment. Where there has been a change recognised in other comprehensive income by the associates, the Group recognises its share of such changes in ,1%"/� ,*-/"%"+0&3"�&+ ,*"ǽ��+/"�)&0"!�$�&+0��+!�),00"0�/"02)1&+$�#/,*�1/�+0� 1&,+0��"14""+�1%"�/,2-��+!��00, &�1"��/"�eliminated to the extent of the interest in the associates.

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Polaris Ltd. Annual Report 2015

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N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

Ǘǽ� �2**�/6�,#�0&$+&Ɯ �+1�� ,2+1&+$�-,)& &"0�ț ,+1&+2"!Ȝ

2.12 Associates (continued)

When the Group’s share of losses in an associate equals or exceeds its interest in the associate, the Group does not recognise further losses, unless it has incurred obligations or made payments on behalf of the associate.

�ƞ"/��--)& �1&,+�,#�1%"�".2&16�*"1%,!Ǿ�1%"�/,2-�!"1"/*&+"0�4%"1%"/�&1�&0�+" "00�/6�1,�/" ,$+&0"��+��!!&1&,+�)�&*-�&/*"+1�loss on the Group’s investment in associate. The Group determines at the end of each reporting period whether there is any ,�'" 1&3"�"3&!"+ "� 1%�1� 1%"� &+3"01*"+1� &+� 1%"��00, &�1"� &0� &*-�&/"!ǽ� �#� 1%&0� &0� 1%"� �0"Ǿ� 1%"�/,2-� �) 2)�1"0� 1%"��*,2+1�,#�&*-�&/*"+1� �0� 1%"� !&ƛ"/"+ "� �"14""+� 1%"� /" ,3"/��)"� �*,2+1� ,#� 1%"� �00, &�1"� �+!� &10� �//6&+$� 3�)2"� �+!� /" ,$+&0"0� 1%"��*,2+1�&+�-/,Ɯ1�,/�),00ǽ

�%"� Ɯ+�+ &�)� 01�1"*"+10� ,#� 1%"� �00, &�1"0� �/"� -/"-�/"!� �0� 1%"� 0�*"� /"-,/1&+$� !�1"� �0� 1%"� �,*-�+6ǽ� �%"/"� +" "00�/6Ǿ��!'201*"+10��/"�*�!"�1,��/&+$�1%"�� ,2+1&+$�-,)& &"0�&+�)&+"�4&1%�1%,0"�,#�1%"�/,2-ǽ

�+�1%"��,*-�+6ȉ0�0"-�/�1"�Ɯ+�+ &�)�01�1"*"+10Ǿ�&+3"01*"+10�&+��00, &�1"0��/"�� ,2+1"!�#,/��1� ,01�)"00�&*-�&/*"+1�),00"0ǽ�

2.13 Financial instruments

a) Financial assets

Initial recognition and measurement

Financial assets are recognised when, and only when, the Group becomes a party to the contractual provisions of the Ɯ+�+ &�)�&+01/2*"+1ǽ��%"�/,2-�!"1"/*&+"0�1%"� )�00&Ɯ �1&,+�,#�&10�Ɯ+�+ &�)��00"10��1�&+&1&�)�/" ,$+&1&,+ǽ

�%"+�Ɯ+�+ &�)��00"10��/"�/" ,$+&0"!�&+&1&�))6Ǿ�1%"6��/"�*"�02/"!��1�#�&/�3�)2"Ǿ�-)20Ǿ�&+�1%"� �0"�,#�Ɯ+�+ &�)��00"10�+,1��1�#�&/�3�)2"�1%/,2$%�-/,Ɯ1�,/�),00Ǿ�!&/" 1)6��11/&�21��)"�1/�+0� 1&,+� ,010ǽ

Subsequent measurement

�%"�02�0".2"+1�*"�02/"*"+1�,#�Ɯ+�+ &�)��00"10�!"-"+!0�,+�1%"&/� )�00&Ɯ �1&,+��0�#,)),40ǿ

ț&Ȝ� �,�+0��+!�/" "&3��)"0

�,+Ȓ!"/&3�1&3"� Ɯ+�+ &�)� �00"10� 4&1%� Ɯ5"!� ,/� !"1"/*&+��)"� -�6*"+10� 1%�1� �/"� +,1� .2,1"!� &+� �+� � 1&3"�*�/("1��/"� )�00&Ɯ"!��0�),�+0��+!�/" "&3��)"0ǽ��2�0".2"+1�1,�&+&1&�)�/" ,$+&1&,+Ǿ�),�+0��+!�/" "&3��)"0��/"�*"�02/"!��1��*,/1&0"!� ,01�20&+$�1%"�"ƛ" 1&3"�&+1"/"01�*"1%,!Ǿ�)"00�&*-�&/*"+1ǽ��&+0��+!�),00"0��/"�/" ,$+&0"!�&+�-/,Ɯ1�,/�loss when the loans and receivables are derecognised or impaired, and through the amortisation process.

ț&&Ȝ� �3�&)��)"Ȓ#,/Ȓ0�)"�Ɯ+�+ &�)��00"10

�3�&)��)"Ȓ#,/Ȓ0�)"�Ɯ+�+ &�)��00"10�&+ )2!"�".2&16�0" 2/&1&"0ǽ��.2&16�&+3"01*"+10� )�00&Ɯ"!��0��3�&)��)"Ȓ#,/Ȓ0�)"��/"�1%,0"Ǿ�4%& %��/"�+"&1%"/� )�00&Ɯ"!��0�%")!�#,/�1/�!&+$�+,/�!"0&$+�1"!��1�#�&/�3�)2"�1%/,2$%�-/,Ɯ1�,/�),00ǽ�

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60

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

Ǘǽ� �2**�/6�,#�0&$+&Ɯ �+1�� ,2+1&+$�-,)& &"0�ț ,+1&+2"!Ȝ

2.13 Financial instruments (continued)

a) Financial assets (continued)

ț&&Ȝ� �3�&)��)"Ȓ#,/Ȓ0�)"�Ɯ+�+ &�)��00"10�ț ,+1&+2"!Ȝ

�ƞ"/�&+&1&�)�/" ,$+&1&,+Ǿ��3�&)��)"Ȓ#,/Ȓ0�)"�Ɯ+�+ &�)��00"10��/"�02�0".2"+1)6�*"�02/"!��1�#�&/�3�)2"ǽ��+6�$�&+0�,/�),00"0� #/,*� %�+$"0� &+� #�&/�3�)2"�,#� 1%"�Ɯ+�+ &�)��00"10��/"� /" ,$+&0"!� &+�,1%"/� ,*-/"%"+0&3"� &+ ,*"Ǿ�"5 "-1�that impairment losses, foreign exchange gains and losses on monetary instruments and interest calculated using 1%"�"ƛ" 1&3"�&+1"/"01�*"1%,!��/"�/" ,$+&0"!�&+�-/,Ɯ1�,/�),00ǽ��%"� 2*2)�1&3"�$�&+�,/�),00�-/"3&,20)6�/" ,$+&0"!�&+�,1%"/� ,*-/"%"+0&3"�&+ ,*"�&0�/" )�00&Ɯ"!�#/,*�".2&16�1,�-/,Ɯ1�,/�),00��0���/" )�00&Ɯ �1&,+��!'201*"+1�4%"+�1%"�Ɯ+�+ &�)��00"1�&0�!"Ȓ/" ,$+&0"!ǽ��

Investments in equity instruments whose fair value cannot be reliably measured are measured at cost less impairment loss.

De-recognition

��Ɯ+�+ &�)��00"1� &0�!"/" ,$+&0"!�4%"/"�1%"� ,+1/� 12�)�/&$%1�1,�/" "&3"� �0%�Ɲ,40�#/,*�1%"��00"1�%�0�"5-&/"!ǽ��+�!"Ȓ/" ,$+&1&,+�,#���Ɯ+�+ &�)��00"1�&+�&10�"+1&/"16Ǿ�1%"�!&ƛ"/"+ "��"14""+�1%"� �//6&+$��*,2+1��+!�1%"�02*�,#�1%"� ,+0&!"/�1&,+�/" "&3"!��+!��+6� 2*2)�1&3"�$�&+�,/�),00�1%�1�%�!��""+�/" ,$+&0"!�&+�,1%"/� ,*-/"%"+0&3"�&+ ,*"�&0�/" ,$+&0"!�&+�-/,Ɯ1�or loss.

�"$2)�/�4�6�-2/ %�0"�,/�0�)"0�,#���Ɯ+�+ &�)��00"1

�))�/"$2)�/�4�6�-2/ %�0"0��+!�0�)"0�,#�Ɯ+�+ &�)��00"10��/"�/" ,$+&0"!�,/�!"/" ,$+&0"!�,+�1%"�1/�!"�!�1"�&ǽ"ǽǾ�1%"�!�1"�1%�1�1%"�/,2-� ,**&10�1,�-2/ %�0"�,/�0"))�1%"��00"1ǽ��"$2)�/�4�6�-2/ %�0"0�,/�0�)"0��/"�-2/ %�0"0�,/�0�)"0�,#�Ɯ+�+ &�)��00"10�that require delivery of assets within the period generally established by regulation or convention in the marketplace concerned.

b) Financial liabilities

Initial recognition and measurement

Financial liabilities are recognised when, and only when, the Group becomes a party to the contractual provisions of the Ɯ+�+ &�)�&+01/2*"+1ǽ��%"�/,2-�!"1"/*&+"0�1%"� )�00&Ɯ �1&,+�,#�&10�Ɯ+�+ &�)�)&��&)&1&"0��1�&+&1&�)�/" ,$+&1&,+ǽ

�))�Ɯ+�+ &�)�)&��&)&1&"0��/"�/" ,$+&0"!�&+&1&�))6��1�#�&/�3�)2"�-)20�&+�1%"� �0"�,#�Ɯ+�+ &�)�)&��&)&1&"0�+,1��1�#�&/�3�)2"�1%/,2$%�-/,Ɯ1�,/�),00Ǿ�!&/" 1)6��11/&�21��)"�1/�+0� 1&,+� ,010ǽ��

Subsequent measurement

�ƞ"/� &+&1&�)� /" ,$+&1&,+Ǿ� Ɯ+�+ &�)� )&��&)&1&"0� 1%�1� �/"� +,1� �//&"!� �1� #�&/� 3�)2"� 1%/,2$%� -/,Ɯ1� ,/� ),00� �/"� 02�0".2"+1)6�*"�02/"!��1��*,/1&0"!� ,01�20&+$�1%"�"ƛ" 1&3"�&+1"/"01�*"1%,!ǽ��&+0��+!�),00"0��/"�/" ,$+&0"!�&+�-/,Ɯ1�,/�),00�4%"+�the liabilities are derecognised, and through the amortisation process.

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61

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Ǘǽ� �2**�/6�,#�0&$+&Ɯ �+1�� ,2+1&+$�-,)& &"0�ț ,+1&+2"!Ȝ

2.13 Financial instruments (continued)

b) Financial liabilities (continued)

De-recognition

��Ɯ+�+ &�)�)&��&)&16�&0�!"Ȓ/" ,$+&0"!�4%"+�1%"�,�)&$�1&,+�2+!"/�1%"�)&��&)&16�&0�!&0 %�/$"!�,/� �+ "))"!�,/�"5-&/"0ǽ��%"+��+�"5&01&+$�Ɯ+�+ &�)�)&��&)&16�&0�/"-)� "!��6��+,1%"/�#/,*�1%"�0�*"�)"+!"/�,+�02�01�+1&�))6�!&ƛ"/"+1�1"/*0Ǿ�,/�1%"�1"/*0�,#��+�"5&01&+$�)&��&)&16��/"�02�01�+1&�))6�*,!&Ɯ"!Ǿ�02 %��+�"5 %�+$"�,/�*,!&Ɯ �1&,+�&0�1/"�1"!��0���!"Ȓ/" ,$+&1&,+�,#�1%"�,/&$&+�)�)&��&)&16��+!�1%"�/" ,$+&1&,+�,#���+"4�)&��&)&16Ǿ��+!�1%"�!&ƛ"/"+ "�&+�1%"�/"0-" 1&3"� �//6&+$��*,2+10�&0�/" ,$+&0"!�&+�-/,Ɯ1�,/�),00ǽ

2.14 Impairment of financial assets

�%"�/,2-��00"00"0��1�"� %�/"-,/1&+$�!�1"�4%"1%"/�1%"/"�&0��+6�,�'" 1&3"�"3&!"+ "�1%�1���Ɯ+�+ &�)��00"1�&0�&*-�&/"!ǽ

a) Financial assets carried at amortised cost

,/�Ɯ+�+ &�)��00"10� �//&"!��1��*,/1&0"!� ,01Ǿ�1%"�/,2-�Ɯ/01��00"00"0�4%"1%"/�,�'" 1&3"�"3&!"+ "�,#�&*-�&/*"+1�"5&010�&+!&3&!2�))6�#,/�Ɯ+�+ &�)��00"10�1%�1��/"�&+!&3&!2�))6�0&$+&Ɯ �+1Ǿ�,/� ,))" 1&3")6�#,/�Ɯ+�+ &�)��00"10�1%�1��/"�+,1�&+!&3&!2�))6�0&$+&Ɯ �+1ǽ��#�1%"�/,2-�!"1"/*&+"0�1%�1�+,�,�'" 1&3"�"3&!"+ "�,#�&*-�&/*"+1�"5&010�#,/��+�&+!&3&!2�))6��00"00"!�Ɯ+�+ &�)��00"1Ǿ�4%"1%"/�0&$+&Ɯ �+1�,/�+,1Ǿ�&1�&+ )2!"0�1%"��00"1�&+���$/,2-�,#�Ɯ+�+ &�)��00"10�4&1%�0&*&)�/� /"!&1�/&0(� %�/� 1"/&01& 0�and collectively assesses them for impairment. Assets that are individually assessed for impairment and for which an impairment loss is, or continues to be recognised are not included in a collective assessment of impairment.

�#�1%"/"�&0�,�'" 1&3"�"3&!"+ "�1%�1��+�&*-�&/*"+1�),00�,+�Ɯ+�+ &�)��00"10� �//&"!��1��*,/1&0"!� ,01�%�0��""+�&+ 2//"!Ǿ�1%"��*,2+1�,#�1%"�),00�&0�*"�02/"!��0�1%"�!&ƛ"/"+ "��"14""+�1%"��00"1ȉ0� �//6&+$��*,2+1��+!�1%"�-/"0"+1�3�)2"�,#�"01&*�1"!�#212/"� �0%�Ɲ,40�!&0 ,2+1"!��1�1%"�Ɯ+�+ &�)��00"1ȉ0�,/&$&+�)�"ƛ" 1&3"�&+1"/"01�/�1"ǽ��#���),�+�%�0���3�/&��)"�&+1"/"01�/�1"Ǿ�1%"�!&0 ,2+1�/�1"�#,/�*"�02/&+$��+6�&*-�&/*"+1�),00�&0�1%"� 2//"+1�"ƛ" 1&3"�&+1"/"01�/�1"ǽ��%"� �//6&+$��*,2+1�,#�1%"��00"1�&0�/"!2 "!�1%/,2$%�1%"�20"�,#��+��)),4�+ "�� ,2+1ǽ��%"�&*-�&/*"+1�),00�&0�/" ,$+&0"!�&+�-/,Ɯ1�,/�),00ǽ

�%"+� 1%"� �00"1� �" ,*"0� 2+ ,))" 1&�)"Ǿ� 1%"� �//6&+$� �*,2+1� ,#� &*-�&/"!� Ɯ+�+ &�)� �00"1� &0� /"!2 "!� !&/" 1)6� ,/� &#� �+��*,2+1�4�0� %�/$"!�1,�1%"��)),4�+ "�� ,2+1Ǿ�1%"��*,2+10� %�/$"!�1,�1%"��)),4�+ "�� ,2+1��/"�4/&11"+�,ƛ��$�&+01�1%"� �//6&+$�3�)2"�,#�1%"�Ɯ+�+ &�)��00"1ǽ�

�,�!"1"/*&+"�4%"1%"/� 1%"/"� &0�,�'" 1&3"�"3&!"+ "�1%�1��+� &*-�&/*"+1� ),00�,+�Ɯ+�+ &�)��00"10�%�0��""+� &+ 2//"!Ǿ� 1%"�/,2-� ,+0&!"/0�#� 1,/0�02 %��0�1%"�-/,���&)&16�,#�&+0,)3"+ 6�,/�0&$+&Ɯ �+1�Ɯ+�+ &�)�!&ƛ& 2)1&"0�,#�1%"�!"�1,/��+!�!"#�2)1�,/�0&$+&Ɯ �+1�!")�6�&+�-�6*"+10ǽ�

�#�&+���02�0".2"+1�-"/&,!Ǿ�1%"��*,2+1�,#�1%"�&*-�&/*"+1�),00�!" /"�0"0��+!�1%"�!" /"�0"� �+��"�/")�1"!�,�'" 1&3")6�1,��+�"3"+1�, 2//&+$��ƞ"/�1%"�&*-�&/*"+1�4�0�/" ,$+&0"!Ǿ�1%"�-/"3&,20)6�/" ,$+&0"!�&*-�&/*"+1�),00�&0�/"3"/0"!�1,�1%"�"51"+1�that the carrying amount of the asset does not exceed its amortised cost at the reversal date. The amount of reversal is /" ,$+&0"!�&+�-/,Ɯ1�,/�),00ǽ�

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62

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Ǘǽ� �2**�/6�,#�0&$+&Ɯ �+1�� ,2+1&+$�-,)& &"0�ț ,+1&+2"!Ȝ

2.14 Impairment of financial assets (continued)

b) Financial assets carried at cost

�#�1%"/"�&0�,�'" 1&3"�"3&!"+ "�ț02 %��0�0&$+&Ɯ �+1��!3"/0"� %�+$"0�&+�1%"��20&+"00�"+3&/,+*"+1�4%"/"�1%"�&002"/�,-"/�1"0Ǿ�-/,���&)&16�,#� &+0,)3"+ 6�,/� 0&$+&Ɯ �+1�Ɯ+�+ &�)�!&ƛ& 2)1&"0�,#� 1%"� &002"/Ȝ� 1%�1��+� &*-�&/*"+1� ),00�,+�Ɯ+�+ &�)��00"10� �//&"!��1� ,01�%�!��""+� &+ 2//"!Ǿ� 1%"��*,2+1�,#� 1%"� ),00� &0�*"�02/"!��0�1%"�!&ƛ"/"+ "��"14""+�1%"��00"1ȉ0� �//6&+$��*,2+1��+!�1%"�-/"0"+1�3�)2"�,#�"01&*�1"!�#212/"� �0%�Ɲ,40�!&0 ,2+1"!��1�1%"� 2//"+1�*�/("1�/�1"�,#�/"12/+�#,/���0&*&)�/�Ɯ+�+ &�)��00"1ǽ��2 %�&*-�&/*"+1�),00"0��/"�+,1�/"3"/0"!�&+�02�0".2"+1�-"/&,!0ǽ�

2.15 Cash and cash equivalents

Cash and cash equivalents comprise cash at bank and on hand, and short-term, highly liquid investments that are readily ,+3"/1&�)"�1,�(+,4+��*,2+1�,#� �0%��+!�4%& %��/"�02�'" 1�1,��+�&+0&$+&Ɯ �+1�/&0(�,#� %�+$"0�&+�3�)2"ǽ�

2.16 Inventories

Inventories are stated at the lower of cost and net realisable value. Costs incurred in bringing the inventories to their present location and condition are accounted for at purchase costs on a weighted average basis.

�%"/"�+" "00�/6Ǿ��)),4�+ "�&0�-/,3&!"!�#,/�!�*�$"!Ǿ�,�0,)"1"��+!�0),4�*,3&+$�&1"*0�1,��!'201�1%"� �//6&+$�3�)2"�,#�&+3"+1,/&"0�to the lower of cost and net realisable value.

Net realisable value is the estimated selling price in the ordinary course of business, less estimated costs of completion and the estimated costs necessary to make the sale.

2.17 Provisions

Provisions are recognised when the Group has a present obligation (legal or constructive) as a result of a past event, it is -/,���)"�1%�1��+�,21Ɲ,4�,#�/"0,2/ "0�"*�,!6&+$�" ,+,*& ��"+"Ɯ10�4&))��"�/".2&/"!�1,�0"11)"�1%"�,�)&$�1&,+��+!�1%"��*,2+1�of the obligation can be estimated reliably.

�/,3&0&,+0��/"�/"3&"4"!��1�1%"�"+!�,#�"� %�/"-,/1&+$�-"/&,!��+!��!'201"!�1,�/"Ɲ" 1�1%"� 2//"+1��"01�"01&*�1"ǽ��#�&1�&0�+,�),+$"/�-/,���)"�1%�1��+�,21Ɲ,4�,#�" ,+,*& �/"0,2/ "0�4&))��"�/".2&/"!�1,�0"11)"�1%"�,�)&$�1&,+Ǿ�1%"�-/,3&0&,+�&0�/"3"/0"!ǽ��#�1%"�"ƛ" 1�,#�1%"�1&*"�3�)2"�,#�*,+"6�&0�*�1"/&�)Ǿ�-/,3&0&,+0��/"�!&0 ,2+1"!�20&+$��� 2//"+1�-/"Ȓ1�5�/�1"�1%�1�/"Ɲ" 10Ǿ�4%"/"��--/,-/&�1"Ǿ�1%"�/&0(0�0-" &Ɯ �1,�1%"�)&��&)&16ǽ��%"+�!&0 ,2+1&+$�&0�20"!Ǿ�1%"�&+ /"�0"�&+�1%"�-/,3&0&,+�!2"�1,�1%"�-�00�$"�,#�1&*"�&0�/" ,$+&0"!��0���Ɯ+�+ "� ,01ǽ

2.18 Government grants

Government grants are recognised when there is reasonable assurance that the grant will be received and all attaching conditions will be complied with. Where the grant relates to an asset, the fair value is recognised as deferred capital grant on the ��)�+ "�0%""1��+!�&0��*,/1&0"!�1,�-/,Ɯ1�,/�),00�,3"/�1%"�"5-" 1"!�20"#2)�)&#"�,#�1%"�/")"3�+1��00"1��6�".2�)��++2�)�&+01�)*"+10ǽ

Where loans or similar assistance are provided by governments or related institutions with an interest rate below the current �--)& ��)"�*�/("1�/�1"Ǿ�1%"�"ƛ" 1�,#�1%&0�#�3,2/��)"�&+1"/"01�&0�/"$�/!"!��0��!!&1&,+�)�$,3"/+*"+1�$/�+1ǽ�

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Polaris Ltd. Annual Report 2015

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Ǘǽ� �2**�/6�,#�0&$+&Ɯ �+1�� ,2+1&+$�-,)& &"0�ț ,+1&+2"!Ȝ�

2.19 Employee benefits

a) Defined contribution plans

�%"�/,2-�-�/1& &-�1"0�&+�1%"�+�1&,+�)�-"+0&,+�0 %"*"0��0�!"Ɯ+"!��6�1%"�)�40�,#�1%"� ,2+1/&"0�&+�4%& %�&1�%�0�,-"/�1&,+0ǽ�In particular, the Singapore companies in the Group make contributions to the Central Provident Fund scheme in �&+$�-,/"Ǿ� �� !"Ɯ+"!� ,+1/&�21&,+� -"+0&,+� 0 %"*"ǽ� �,+1/&�21&,+0� 1,� !"Ɯ+"!� ,+1/&�21&,+� -"+0&,+� 0 %"*"0� �/"�recognised as an expense in the period in which the related service is performed.

b) Employee leave entitlement

Employee entitlements to annual leave are recognised as a liability when they are accrued to the employees. The 2+!&0 ,2+1"!�)&��&)&16�#,/�)"�3"�"5-" 1"!�1,��"�0"11)"!�4%,))6��"#,/"�14")3"�*,+1%0��ƞ"/�1%"�"+!�,#�1%"�/"-,/1&+$�-"/&,!�is recognised for services rendered by employees up to the end of the reporting period.

2.20 Leases

a) As lessee

�-"/�1&+$�)"�0"�-�6*"+10��/"�/" ,$+&0"!��0��+�"5-"+0"�&+�-/,Ɯ1�,/�),00�,+���01/�&$%1Ȓ)&+"���0&0�,3"/�1%"�)"�0"�1"/*ǽ��%"��$$/"$�1"��"+"Ɯ1�,#�&+ "+1&3"0�-/,3&!"!��6�1%"�)"00,/�&0�/" ,$+&0"!��0���/"!2 1&,+�,#�/"+1�)�"5-"+0"�,3"/�1%"�)"�0"�1"/*�on a straight-line basis.

b) As lessor

�"�0"0�4%"/"�1%"�/,2-�/"1�&+0�02�01�+1&�))6��))�1%"�/&0(0��+!�/"4�/!0�,#�,4+"/0%&-�,#�1%"��00"1��/"� )�00&Ɯ"!��0�,-"/�1&+$�leases. Initial direct costs incurred in negotiating an operating lease are added to the carrying amount of the leased asset and recognised over the lease term on the same bases as rental income. The accounting policy for rental income is set out in Note 2.21 (d). Contingent rents are recognised as revenue in the period in which they are earned.

2.21 Revenue

�"3"+2"�&0�/" ,$+&0"!�1,�1%"�"51"+1�1%�1�&1�&0�-/,���)"�1%�1�1%"�" ,+,*& ��"+"Ɯ10�4&))�Ɲ,4�1,�1%"�/,2-��+!�1%"�/"3"+2"� �+��"�reliably measured, regardless of when the payment is made. Revenue is measured at the fair value of consideration received or /" "&3��)"Ǿ�1�(&+$�&+1,�� ,2+1� ,+1/� 12�))6�!"Ɯ+"!�1"/*0�,#�-�6*"+1��+!�"5 )2!&+$�1�5"0�,/�!216ǽ�

a) Sale of goods

�"3"+2"�#/,*�0�)"�,#�$,,!0�&0�/" ,$+&0"!�2-,+�1%"�1/�+0#"/�,#�0&$+&Ɯ �+1�/&0(��+!�/"4�/!0�,#�,4+"/0%&-�,#�1%"�$,,!0�1,�1%"� 201,*"/Ǿ�202�))6�,+�!")&3"/6�,#�$,,!0ǽ��"3"+2"�&0�+,1�/" ,$+&0"!�1,�1%"�"51"+1�4%"/"�1%"/"��/"�0&$+&Ɯ �+1�2+ "/1�&+1&"0�regarding recovery of the consideration due, associated costs or the possible return of goods.

b) Interest income

�+1"/"01�&+ ,*"�&0�/" ,$+&0"!�20&+$�1%"�"ƛ" 1&3"�&+1"/"01�*"1%,!ǽ

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2.21 Revenue (continued)

c) Dividend income

Dividend income is recognised when the Group’s right to receive payment is established.

d) Rental income

Rental income arising from operating leases on investment properties is accounted for on a straight-line basis over the lease terms. The aggregate costs of incentives provided to lessees are recognised as a reduction of rental income over the lease term on a straight-line basis.

e) Franchise fee income

Franchise fee income arises from the Group’s franchisee used of its trademarks, service marks and logo and operating systems. Franchise fee income is recognised when earned and when the Group’s right to receive payment is established.

2.22 Taxes

a) Current income tax

Current income tax assets and liabilities for the current and prior periods are measured at the amount expected to be recovered from or paid to the taxation authorities. The tax rates and tax laws used to compute the amount are those that are enacted or substantively enacted at the end of the reporting period, in the countries where the Group operates and generates taxable income.

�2//"+1�&+ ,*"�1�5"0��/"�/" ,$+&0"!�&+�-/,Ɯ1�,/�),00�"5 "-1�1,�1%"�"51"+1�1%�1�1%"�1�5�/")�1"0�1,�&1"*0�/" ,$+&0"!�,210&!"�-/,Ɯ1�,/�),00Ǿ�"&1%"/�&+�,1%"/� ,*-/"%"+0&3"�&+ ,*"�,/�!&/" 1)6�&+�".2&16ǽ���+�$"*"+1�-"/&,!& �))6�"3�)2�1"0�-,0&1&,+0�1�("+�&+�1%"�1�5�/"12/+0�4&1%�/"0-" 1�1,�0&12�1&,+0�&+�4%& %��--)& ��)"�1�5�/"$2)�1&,+0��/"�02�'" 1�1,�&+1"/-/"1�1&,+��+!�establishes provisions where appropriate.

b) Deferred tax

�"#"//"!�1�5�&0�-/,3&!"!�20&+$�1%"�)&��&)&16�*"1%,!�,+�1"*-,/�/6�!&ƛ"/"+ "0��1�1%"�"+!�,#�1%"�/"-,/1&+$�-"/&,!��"14""+�1%"�1�5���0"0�,#��00"10��+!�)&��&)&1&"0��+!�1%"&/� �//6&+$��*,2+10�#,/�Ɯ+�+ &�)�/"-,/1&+$�-2/-,0"0ǽ

�"#"//"!�1�5�)&��&)&1&"0��/"�/" ,$+&0"!�#,/��))�1"*-,/�/6�!&ƛ"/"+ "0Ǿ�"5 "-1ǿ

– Where the deferred tax liability arises from the initial recognition of goodwill or of an asset or liability in a transaction 1%�1�&0�+,1����20&+"00� ,*�&+�1&,+��+!Ǿ��1�1%"�1&*"�,#�1%"�1/�+0� 1&,+Ǿ��ƛ" 10�+"&1%"/�1%"�� ,2+1&+$�-/,Ɯ1�+,/�1�5��)"�-/,Ɯ1�,/�),00Ȁ��+!

Ȕ� �+� /"0-" 1� ,#� 1�5��)"� 1"*-,/�/6� !&ƛ"/"+ "0� �00, &�1"!�4&1%� &+3"01*"+10� &+� 02�0&!&�/&"0� �+!� �00, &�1"0Ǿ�4%"/"�1%"�1&*&+$�,#� 1%"�/"3"/0�)�,#� 1%"�1"*-,/�/6�!&ƛ"/"+ "0� �+��"� ,+1/,))"!��+!� &1� &0�-/,���)"�1%�1�1%"�1"*-,/�/6�!&ƛ"/"+ "0�4&))�+,1�/"3"/0"�&+�1%"�#,/"0""��)"�#212/"ǽ�

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Polaris Ltd. Annual Report 2015

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2.22 Taxes (continued)

b) Deferred tax (continued)

�"#"//"!�1�5��00"10��/"�/" ,$+&0"!�#,/��))�!"!2 1&�)"�1"*-,/�/6�!&ƛ"/"+ "0Ǿ�1%"� �//6�#,/4�/!�,#�2+20"!�1�5� /"!&10��+!�2+20"!� 1�5� ),00"0Ǿ� 1,� 1%"�"51"+1� 1%�1� &1� &0�-/,���)"� 1%�1� 1�5��)"�-/,Ɯ1�4&))��"��3�&)��)"��$�&+01�4%& %� 1%"�!"!2 1&�)"�1"*-,/�/6�!&ƛ"/"+ "0Ǿ��+!�1%"� �//6�#,/4�/!�,#�2+20"!�1�5� /"!&10��+!�2+20"!�1�5�),00"0� �+��"�21&)&0"!�"5 "-1ǿ�

Ȕ� �%"/"�1%"�!"#"//"!�1�5��00"1�/")�1&+$�1,�1%"�!"!2 1&�)"�1"*-,/�/6�!&ƛ"/"+ "��/&0"0�#/,*�1%"�&+&1&�)�/" ,$+&1&,+�,#��+��00"1�,/�)&��&)&16�&+���1/�+0� 1&,+�1%�1�&0�+,1����20&+"00� ,*�&+�1&,+��+!Ǿ��1�1%"�1&*"�,#�1%"�1/�+0� 1&,+Ǿ��ƛ" 10�+"&1%"/�1%"�� ,2+1&+$�-/,Ɯ1�+,/�1�5��)"�-/,Ɯ1�,/�),00Ȁ��+!

Ȕ� �+�/"0-" 1�,#�!"!2 1&�)"�1"*-,/�/6�!&ƛ"/"+ "0��00, &�1"!�4&1%�&+3"01*"+10�&+�02�0&!&�/&"0��+!��00, &�1"0Ǿ�!"#"//"!�1�5��00"10��/"�/" ,$+&0"!�,+)6�1,�1%"�"51"+1�1%�1�&1�&0�-/,���)"�1%�1�1%"�1"*-,/�/6�!&ƛ"/"+ "0�4&))�/"3"/0"�&+�1%"�#,/"0""��)"�#212/"��+!�1�5��)"�-/,Ɯ1�4&))��"��3�&)��)"��$�&+01�4%& %�1%"�1"*-,/�/6�!&ƛ"/"+ "0� �+��"�21&)&0"!ǽ�

The carrying amount of deferred tax assets is reviewed at the end of each reporting period and reduced to the extent that &1�&0�+,�),+$"/�-/,���)"�1%�1�02ƛ& &"+1�1�5��)"�-/,Ɯ1�4&))��"��3�&)��)"�1,��)),4��))�,/�-�/1�,#�1%"�!"#"//"!�1�5��00"1�1,��"�21&)&0"!ǽ��+/" ,$+&0"!�!"#"//"!�1�5��00"10��/"�/"�00"00"!��1�1%"�"+!�,#�"� %�/"-,/1&+$�-"/&,!��+!��/"�/" ,$+&0"!�1,�1%"�"51"+1�1%�1�&1�%�0��" ,*"�-/,���)"�1%�1�#212/"�1�5��)"�-/,Ɯ1�4&))��)),4�1%"�!"#"//"!�1�5��00"1�1,��"�/" ,3"/"!ǽ�

Deferred tax assets and liabilities are measured at the tax rates that are expected to apply in the year when the asset is realised or the liability is settled, based on tax rates (and tax laws) that have been enacted or substantively enacted at the end of each reporting period.

�"#"//"!�1�5�/")�1&+$�1,�&1"*0�/" ,$+&0"!�,210&!"�-/,Ɯ1�,/�),00�&0�/" ,$+&0"!�,210&!"�-/,Ɯ1�,/�),00ǽ��"#"//"!�1�5�&1"*0��/"�recognised in correlation to the underlying transaction either in other comprehensive income or directly in equity and !"#"//"!�1�5��/&0&+$�#/,*����20&+"00� ,*�&+�1&,+�&0��!'201"!��$�&+01�$,,!4&))�,+�� .2&0&1&,+ǽ�

c) Sales tax

Revenues, expenses and assets are recognised net of the amount of sales tax except:

– Where the sales tax incurred on a purchase of assets or services is not recoverable from the taxation authority, in which case the sales tax is recognised as part of the cost of acquisition of the asset or as part of the expense item as applicable; and

– Receivables and payables that are stated with the amount of sales tax included.

2.23 Share capital and share issuance expenses

Proceeds from issuance of ordinary shares are recognised as share capital in equity. Incremental costs directly attributable to the issuance of ordinary shares are deducted against share capital.

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2.24 Contingencies

A contingent liability is:

ț�Ȝ� ��-,00&�)"�,�)&$�1&,+�1%�1��/&0"0�#/,*�-�01�"3"+10��+!�4%,0"�"5&01"+ "�4&))��"� ,+Ɯ/*"!�,+)6��6�1%"�, 2//"+ "�,/�+,+Ȓoccurrence of one or more uncertain future events not wholly within the control of the Group; or

(b) a present obligation that arises from past events but is not recognised because:

ț&Ȝ� �1�&0�+,1�-/,���)"�1%�1��+�,21Ɲ,4�,#�/"0,2/ "0�"*�,!6&+$�" ,+,*& ��"+"Ɯ10�4&))��"�/".2&/"!�1,�0"11)"�1%"�,�)&$�1&,+Ȁ�,/�

ț&&Ȝ� �%"��*,2+1�,#�1%"�,�)&$�1&,+� �++,1��"�*"�02/"!�4&1%�02ƛ& &"+1�/")&��&)&16ǽ

�� ,+1&+$"+1��00"1�&0���-,00&�)"��00"1�1%�1��/&0"0�#/,*�-�01�"3"+10��+!�4%,0"�"5&01"+ "�4&))��"� ,+Ɯ/*"!�,+)6��6�1%"�, 2//"+ "�or non-occurrence of one or more uncertain future events not wholly within the control of the Group.

Contingent liabilities and assets are not recognised on the balance sheet of the Group, except for contingent liabilities assumed in a business combination that are present obligations and which the fair values can be reliably determined.

ǘǽ� �&$+&Ɯ �+1�� ,2+1&+$�'2!$*"+10��+!�"01&*�1"0

�%"�-/"-�/�1&,+�,#�1%"�/,2-ȉ0� ,+0,)&!�1"!�Ɯ+�+ &�)�01�1"*"+10�/".2&/"0�*�+�$"*"+1�1,�*�("�'2!$"*"+10Ǿ�"01&*�1"0��+!��002*-1&,+0�1%�1��ƛ" 1�1%"�/"-,/1"!��*,2+10�,#�/"3"+2"0Ǿ�"5-"+0"0Ǿ��00"10��+!�)&��&)&1&"0Ǿ��+!�1%"�!&0 ),02/"�,#� ,+1&+$"+1�)&��&)&1&"0��1�1%"�"+!�,#�"� %�/"-,/1&+$�-"/&,!ǽ��+ "/1�&+16���,21�1%"0"��002*-1&,+0��+!�"01&*�1"0� ,2)!�/"02)1�&+�,21 ,*"0�1%�1�/".2&/"���*�1"/&�)��!'201*"+1�1,�1%"� �//6&+$��*,2+1�,#�1%"��00"1�,/�)&��&)&16��ƛ" 1"!�&+�1%"�#212/"�-"/&,!0ǽ

3.1 Judgments made in applying accounting policies

�+�1%"�-/, "00�,#��--)6&+$�1%"�/,2-ȉ0�� ,2+1&+$�-,)& &"0Ǿ�*�+�$"*"+1�%�0�*�!"�1%"�#,)),4&+$�'2!$*"+10Ǿ�4%& %�%�3"�1%"�*,01�0&$+&Ɯ �+1�"ƛ" 1�,+�1%"��*,2+10�/" ,$+&0"!�&+�1%"� ,+0,)&!�1"!�Ɯ+�+ &�)�01�1"*"+10ǽ

a) Determination of functional currency

The Group measures foreign currency transactions in the respective functional currencies of the Company and its 02�0&!&�/&"0ǽ� �+�!"1"/*&+&+$�1%"� #2+ 1&,+�)� 2//"+ &"0�,#� 1%"�"+1&1&"0� &+�1%"�/,2-Ǿ� '2!$*"+1� &0� /".2&/"!�1,�!"1"/*&+"�1%"� 2//"+ 6�1%�1�*�&+)6�&+Ɲ2"+ "0�0�)"0�-/& "0�#,/�$,,!0��+!�0"/3& "0��+!�,#�1%"� ,2+1/6�4%,0"� ,*-"1&1&3"�#,/ "0��+!�regulations mainly determines the sales prices of its goods and services. The functional currencies of the entities in the Group are determined based on Management’s assessment of the economic environment in which the entities operate and the entities’ process of determining sales prices.

3.2 Key sources of estimation uncertainty

The key assumptions concerning the future and other key sources of estimation uncertainty at the end of the reporting -"/&,!��/"�!&0 200"!��"),4ǽ��%"�/,2-���0"!�&10��002*-1&,+0��+!�"01&*�1"0�,+�-�/�*"1"/0��3�&)��)"�4%"+�1%"�Ɯ+�+ &�)�statements were prepared. Existing circumstances and assumptions about future developments, however, may change due 1,�*�/("1� %�+$"0�,/� &/ 2*01�+ "0��/&0&+$��"6,+!�1%"� ,+1/,)�,#�1%"�/,2-ǽ��2 %� %�+$"0��/"�/"Ɲ" 1"!�&+�1%"��002*-1&,+0�when they occur.

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67

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǘǽ� �&$+&Ɯ �+1�� ,2+1&+$�'2!$*"+10��+!�"01&*�1"0�ț ,+1&+2"!Ȝ

3.2 Key sources of estimation uncertainty (continued)

a) Impairment of intangible assets

�0�!&0 ),0"!�&+��,1"�ǖǙ�1,�1%"�Ɯ+�+ &�)�01�1"*"+10Ǿ�1%"�/" ,3"/��)"��*,2+10�,#�1%"� �0%�$"+"/�1&+$�2+&10�4%& %�$,,!4&))�have been allocated to are determined based on value in use calculations. The value in use calculations are based on ��!&0 ,2+1"!� �0%�Ɲ,4�*,!")0ǽ��%"�/" ,3"/��)"��*,2+1�&0�*,01�0"+0&1&3"�1,�1%"�!&0 ,2+1�/�1"�20"!�#,/�1%"�!&0 ,2+1"!� �0%�Ɲ,4�*,!")��0�4"))��0�1%"�"5-" 1"!�#212/"� �0%�&+Ɲ,40��+!�1%"�$/,41%�/�1"�20"!�#,/�"51/�-,)�1&,+�-2/-,0"0ǽ��%"�("6�assumptions applied in the determination of the value in use including a sensitivity analysis, are disclosed and further "5-)�&+"!�&+��,1"�ǖǙ�1,�1%"�Ɯ+�+ &�)�01�1"*"+10ǽ

�%"� �//6&+$��*,2+1�,#�1%"�&+1�+$&�)"��00"10��0��1�ǘǖ��" "*�"/�ǗǕǖǚ�&0�ʏǛǖǞǾǕǕǕ�țǗǕǖǙǿ�ʏǖǾǛǕǚǾǕǕǕȜǽ

b) Deferred tax assets

�"#"//"!�1�5��00"10��/"�/" ,$+&0"!�#,/��))�2+20"!�1�5�),00"0�1,�1%"�"51"+1�1%�1�&1� &0�-/,���)"�1%�1�1�5��)"�-/,Ɯ1�4&))��"��3�&)��)"� �$�&+01�4%& %� 1%"� ),00"0� �+� �"� 21&)&0"!ǽ� �&$+&Ɯ �+1�*�+�$"*"+1� '2!$"*"+1� &0� /".2&/"!� 1,� !"1"/*&+"� 1%"��*,2+1�,#�!"#"//"!�1�5��00"10�1%�1� �+��"�/" ,$+&0"!Ǿ���0"!�2-,+�1%"�1&*&+$��+!�)"3")�,#�#212/"�1�5��)"�-/,Ɯ10�1,$"1%"/�4&1%�#212/"�1�5�-)�++&+$�01/�1"$&"0ǽ��+�!"1"/*&+&+$�1%"�1&*&+$��+!�)"3")�,#�#212/"�1�5��)"�-/,Ɯ10�1,$"1%"/�4&1%�#212/"�1�5�-)�++&+$�01/�1"$&"0Ǿ�1%"�/,2-��00"00"!�1%"�-/,���&)&16�,#�"5-" 1"!�#212/"� �0%�&+Ɲ,40���0"!�,+�"5-" 1"!�/"3"+2"0�#/,*�existing orders and contracts for the next 10 years.

�%"/"�1�5��)"�-/,Ɯ10��/"�"5-" 1"!�&+�1%"�#,/"0""��)"�#212/"Ǿ�!"#"//"!�1�5��00"10��/"�/" ,$+&0"!�,+�1%"�2+20"!�1�5�),00"0ǽ��%"� �//6&+$�3�)2"�,#�1%"�2+/" ,$+&0"!�1�5�),00"0��1�ǘǖ��" "*�"/�ǗǕǖǚ�4�0�ʏǚǕǾǗǖǙǾǕǕǕ�țǗǕǖǙǿ�ʏǙǕǾǙǕǞǾǕǕǕȜǽ

�#� 1%"� /,2-�4�0� ��)"� 1,� /" ,$+&0"� �))� 2+/" ,$+&0"!� !"#"//"!� 1�5� �00"10Ǿ� -/,Ɯ1�4,2)!� &+ /"�0"� �6� ʏǝǾǚǘǛǾǕǕǕ� țǗǕǖǙǿ�ʏǛǾǝǜǘǾǕǕǕȜǽ

c) Impairment of investment in subsidiaries and associates

�%"��,*-�+6� #,)),40� 1%"�$2&!�+ "�,#� ���ǘǛ� &+�!"1"/*&+&+$� 1%"� /" ,3"/��&)&16�,#� &10� &+3"01*"+1� &+� 02�0&!&�/&"0� �+!�associates. This requires assessments as to whether the carrying value of its investment can be supported by the net -/"0"+1� 3�)2"0� ,#� 1%"� #212/"� �0%� Ɲ,40� !"/&3"!� #/,*� 02 %� &+3"01*"+1� 20&+$� �0%� Ɲ,4�-/,'" 1&,+0�4%& %� %�3"� �""+�!&0 ,2+1"!��1��+��--/,-/&�1"�/�1"ǽ��%&0�!"1"/*&+�1&,+�/".2&/"0�0&$+&Ɯ �+1�'2!$*"+1ǽ��%"��,*-�+6�!"1"/*&+"0�#,/" �010�,#� #212/"� �0%�Ɲ,40���0"!�,+� &10� "01&*�1"0�,#� #212/"� /"3"+2"0� �+!�,-"/�1&+$� "5-"+0"0�20&+$�%&01,/& �)� �+!� &+!201/6�trends, general market conditions, forecasts and other available information. The carrying amount of the Company’s &+3"01*"+1�&+�02�0&!&�/&"0��+!��00, &�1"0��1�1%"�"+!�,#�1%"�/"-,/1&+$�-"/&,!�&0�!&0 ),0"!�&+��,1"�ǖǚ��+!��,1"�ǖǛ�1,�1%"�Ɯ+�+ &�)�01�1"*"+10�/"0-" 1&3")6ǽ

d) Impairment of in loan and receivables

�%"�/,2-��00"00"0��1�1%"�"+!�,#�"� %�/"-,/1&+$�-"/&,!�4%"1%"/�1%"/"�&0��+6�,�'" 1&3"�"3&!"+ "�1%�1���Ɯ+�+ &�)��00"1�&0�&*-�&/"!ǽ�� 1,/0�02 %��0�1%"�-/,���&)&16�,#�&+0,)3"+ 6�,/�0&$+&Ɯ �+1�Ɯ+�+ &�)�!&ƛ& 2)1&"0�,#�1%"�!"�1,/��+!�!"#�2)1�,/�0&$+&Ɯ �+1�!")�6�&+�-�6*"+10��/"�,�'" 1&3"�"3&!"+ "�,#�&*-�&/*"+1ǽ��+�!"1"/*&+&+$�4%"1%"/�1%"/"�&0�,�'" 1&3"�"3&!"+ "�,#�&*-�&/*"+1Ǿ�1%"�/,2-� ,+0&!"/0�4%"1%"/�1%"/"�&0�,�0"/3��)"�!�1��&+!& �1&+$�1%�1�1%"/"�%�3"��""+�0&$+&Ɯ �+1� %�+$"0�&+�1%"�!"�1,/ȉ0�-�6*"+1���&)&16�,/�4%"1%"/�1%"/"�%�3"��""+�0&$+&Ɯ �+1� %�+$"0�4&1%��!3"/0"�"ƛ" 1�&+�1%"�1" %+,),$& �)Ǿ�market, economic or legal environment in which the debtor operates in.

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68

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǘǽ� �&$+&Ɯ �+1�� ,2+1&+$�'2!$*"+10��+!�"01&*�1"0�ț ,+1&+2"!Ȝ

3.2 Key sources of estimation uncertainty (continued)

d) Impairment of in loan and receivables (continued)

�%"/"�1%"/"�&0�,�'" 1&3"�"3&!"+ "�,#�&*-�&/*"+1Ǿ�1%"��*,2+1��+!�1&*&+$�,#�#212/"� �0%�Ɲ,40��/"�"01&*�1"!���0"!�,+�historical loss experience for assets with similar credit risk characteristics. The carrying amount of the Group’s loans and /" "&3��)"0��1�1%"�"+!�,#�1%"�/"-,/1&+$�-"/&,!�&0�!&0 ),0"!�&+��,1"�ǖǝ�1,�1%"�Ɯ+�+ &�)�01�1"*"+10ǽ��#�1%"�-/"0"+1�3�)2"�,#�"01&*�1"!�#212/"� �0%�Ɲ,40�!" /"�0"0��6�ǖǕʢ�#/,*�*�+�$"*"+1ȉ0�"01&*�1"0Ǿ�1%"�/,2-ȉ0��)),4�+ "�#,/�&*-�&/*"+1�4&))�&+ /"�0"��6�ʏǗǚǖǾǕǕǕ�țǗǕǖǙǿ��&)Ȝǽ�

e) Useful lives of commercial and investment properties

The cost of commercial and investment properties is depreciated on a straight-line basis over the commercial and investment properties’ estimated economic useful lives. Management estimates the useful lives of these commercial �+!�&+3"01*"+1�-/,-"/1&"0�1,��"�ǘǕ�6"�/0ǽ��%�+$"0�&+�1%"�"5-" 1"!�20�$"� ,2)!�&*-� 1�1%"�" ,+,*& �20"#2)�)&3"0��+!�the residual values of these assets, therefore, future depreciation charges could be revised. The carrying amount of the /,2-ȉ0� ,**"/ &�)��+!�&+3"01*"+1�-/,-"/1&"0��1�1%"�"+!�,#�1%"�/"-,/1&+$�-"/&,!��/"�!&0 ),0"!�&+��,1"�ǖǗ��+!�ǖǘ�1,�1%"�Ɯ+�+ &�)�01�1"*"+10�/"0-" 1&3")6ǽ���ǚʢ�!&ƛ"/"+ "�&+�1%"�"5-" 1"!�20"#2)�)&3"0�,#� ,**"/ &�)��+!�&+3"01*"+1�-/,-"/1&"0�from management’s estimates would result in approximately S$9,000 and S$4,000 respectively (2014: S$11,000 and S$2,000 respectively) variance in the Group’s results for the year.

4. Revenue

Group

2015$'000

2014$'000

Distribution sale of mobile handsets & accessories 89,671 ǛǚǾǘǜǞ

Retail sale of mobile handsets, accessories & services ǙǙǾǝǗǘ ǘǜǾǙǝǖ

Retail sale of consumer electronics and related products 21,444 ǗǞǾǘǚǖ

Franchise fee 28 287

Other revenue 182 ǚǞǝ

ǖǚǛǾǖǙǝ ǖǘǘǾǕǞǛ

5. Interest income

Group

2015$'000

2014$'000

Interest income from:

– Loans and receivables 486 174

– Bank deposits ʮ ǘ

486 177

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Polaris Ltd. Annual Report 2015

69

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

6. Other income

Group

2015$'000

2014$'000

Net gain on liquidation of a subsidiary ʮ ǚ

Net gain on waiver of accrued interest expense ʮ 87

Rental income ǖǘǕ ǖǗǚ

Waiver of amount due to supplier ǞǙǘ ʮ

Other miscellaneous income ǙǘǕ ǘǖǞ

ǖǾǚǕǘ ǚǘǛ

Other miscellaneous income comprises of Productivity Innovation Credit (“PIC”) bonus pay-out, Wage Credit Scheme (“WCS”) pay-out granted by the Inland Revenue Authority of Singapore (“IRAS”) and ITE traineeship grant by the Workforce Dependent Authority (“WDA”).

7. Finance costs

Group2015$'000

2014$'000

Bank facility fees ǘǝǘ ǚǝBank charges Ǚǖǚ 419Interest expense on:

– Bank loans 102 110

900 ǚǝǜ

8. Other expenses

Group2015$'000

2014$'000

Amortisation of intangible assets (Note 14) ǘǖǝ ǘǖǝDepreciation of property, plant and equipment (Note 12) 778 ǚǚǘ�"-/" &�1&,+�,#�&+3"01*"+1�-/,-"/1&"0�ț�,1"�ǖǘȜ 92 44Net loss on disposal of property, plant and equipment ǝǘ ǛǚNet foreign exchange loss ǗǕǘ 22�+3"+1,/&"0�4/&11"+ʮ!,4+�ț�,1"�ǖǞȜ 220 21Allowance for impairment of goodwill (Note 14) 668 ʮAllowance for doubtful debts (Note 18) 9,278 ʮ

11,640 ǖǾǕǗǘ

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70

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

Ǟǽ� ț�,00Ȝȡ�/,Ɯ1��"#,/"�1�5�

�%"�#,)),4&+$�&1"*0�%�3"��""+�&+ )2!"!�&+��//&3&+$��1�-/,Ɯ1��"#,/"�1�5ǿ

Group2015$'000

2014$'000

Audit fees:– Auditors of the Company 101 101

�,+ʮ�2!&1�#""0ǿ– Auditors of the Company 6 10

Directors’ fees:– Directors of the Company 110 110

�*-),6""��"+"Ɯ10�"5-"+0"�ț�,1"�ǗǛȜ 4,426 ǙǾǚǚǙLease related expenses 2,210 2,210

10. Income tax expense

��',/� ,*-,+"+10�,#�&+ ,*"�1�5�ț /"!&1Ȝȡ"5-"+0"

�%"�*�',/� ,*-,+"+10�,#�&+ ,*"�1�5�ț /"!&1Ȝȡ"5-"+0"�#,/�1%"�6"�/0�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ��+!�ǗǕǖǙ��/"ǿ�

Group

2015$’000

2014$’000

Consolidated income statement:Current income tax:

– Current income taxation ǚǜ 67

Ȕ� �+!"/�-/,3&0&,+�&+�/"0-" 1�,#�-/"3&,20�6"�/0� 46 12

ǖǕǘ 79

Deferred income tax:

Ȕ� �/&$&+�1&,+��+!�/"3"/0�)�,#�1"*-,/�/6�!&ƛ"/"+ "0� țǙǘǙȜ ǙǘǙ

țǙǘǙȜ ǙǘǙ

�+ ,*"�1�5�ț /"!&1Ȝȡ"5-"+0"�/" ,$+&0"!�&+�-/,Ɯ1�,/�),00 țǘǘǖȜ ǚǖǘ

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Polaris Ltd. Annual Report 2015

71

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǖǕǽ� �+ ,*"�1�5�"5-"+0"�ț ,+1&+2"!Ȝ

�")�1&,+0%&-��"14""+�1�5�ț /"!&1Ȝȡ"5-"+0"��+!�� ,2+1&+$�-/,Ɯ1

�%"�/" ,+ &)&�1&,+��"14""+�1%"�1�5�ț /"!&1Ȝȡ"5-"+0"��+!�1%"�-/,!2 1�,#�� ,2+1&+$�-/,Ɯ1�*2)1&-)&"!��6�1%"��--)& ��)"� ,/-,/�1"�1�5�/�1"�#,/�1%"�6"�/0�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ��+!�ǗǕǖǙ�&0��0�#,)),40ǿ

Group

2015$'000

2014$'000

ț�,00Ȝȡ�/,Ɯ1��"#,/"�1�5 țǘǗǝǾǙǕǛȜ ǚǾǕǗǗ

Tax at the applicable tax rate of 17% (2014: 17%) țǚǚǾǝǗǞȜ ǝǚǘ

�!'201*"+10ǿ

�,+ʮ!"!2 1&�)"�"5-"+0"0 ǚǖǾǙǞǙ ǖǘǞ

�+ ,*"�+,1�02�'" 1�1,�1�5�1&,+ (69) țǚǛȜ

�ƛ" 1�,#�-�/1&�)�1�5�"5"*-1&,+��+!�1�5�/")&"# țǚǕȜ țǖǗǚȜ

Deferred tax assets not recognised, net 1,667 ǘǜ

�1&)&0�1&,+�,#��/,!2 1&3&16�&++,3�1&3"� )�&*�țȊ���ȋȜ ʮ� țǙǘȜ

�+!"/�-/,3&0&,+�&+�/"0-" 1�,#�-/"3&,20�6"�/0 46 12

Share of results of an associate 2,412 țǘǕǘȜ

Others (2) (1)

�+ ,*"�1�5�"5-"+0"�/" ,$+&0"!�&+�-/,Ɯ1�,/�),00 țǘǘǖȜ ǚǖǘ

11. Earnings per share

��0& �"�/+&+$0�-"/�0%�/"��/"� �) 2)�1"!��6�!&3&!&+$�-/,Ɯ1�#,/�1%"�6"�/��11/&�21��)"�1,�,4+"/0�,#�1%"��,*-�+6��6�1%"�4"&$%1"!��3"/�$"�+2*�"/�,#�,/!&+�/6�0%�/"0�,2101�+!&+$�!2/&+$�1%"�Ɯ+�+ &�)�6"�/ǽ

There are no dilutive potential ordinary shares.

�%"�#,)),4&+$�1��)"0�/"Ɲ" 1�1%"�-/,Ɯ1��+!�0%�/"�!�1��20"!�&+�1%"� ,*-21�1&,+�,#���0& �"�/+&+$0�-"/�0%�/"�#,/�1%"�6"�/0�"+!"!�ǘǖ��" "*�"/ǿ

Group2015$'000

2014$'000

ț�,00Ȝȡ�/,Ɯ1�#,/�1%"�6"�/��11/&�21��)"�1,�,4+"/0�,#�1%"��,*-�+6�20"!�&+�1%"� ,*-21�1&,+�of basic earnings per share țǘǗǚǾǜǕǛȜ 4,169

No. of shares

‘000

No. ofshares

‘000

Weighted average number of ordinary shares for basic earnings per share computation ǖǜǾǕǚǘǾǖǜǕ 8,182,976

There was no other transaction involving ordinary shares or potential ordinary shares since the reporting date and before the ,*-)"1&,+�,#�1%"0"�Ɯ+�+ &�)�01�1"*"+10ǽ

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Polaris Ltd. Annual Report 2015

72

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

12. Property, plant and equipment

GroupCommercial properties

Furniture, Ɯ512/"0

and renovation

�ƛ& "�equipment

and computers

Motorvehicle Total

$’000 $’000 $’000 $’000 $’000

Cost:At 1 January 2014 4,060 1,214 492 6 ǚǾǜǜǗ

Additions 2,667 ǚǕǘ 218 – ǘǾǘǝǝ�/�+0#"/�#/,*�&+3"01*"+1�-/,-"/1&"0�ț�,1"�ǖǘȜ 700 – – – 700Disposals – (172) (16) (6) (194)�/�+0#"/�1,�&+3"01*"+1�-/,-"/1&"0�ț�,1"�ǖǘȜ (1,820) – – – (1,820)�5 %�+$"�!&ƛ"/"+ "0 – 1 1 – 2

�1�ǘǖ��" "*�"/�ǗǕǖǙ��+!�ǖ� �+2�/6�ǗǕǖǚ ǚǾǛǕǜ ǖǾǚǙǛ ǛǞǚ – 7,848Additions – 61 Ǜǘ – 124Disposals – (188) (19) – (207)�5 %�+$"�!&ƛ"/"+ "0 – – 2 – 2

�1�ǘǖ��" "*�"/�ǗǕǖǚ ǚǾǛǕǜ 1,419 741 – 7,767

GroupCommercial properties

Furniture, Ɯ512/"0

and renovation

�ƛ& "�equipment

and computers

Motorvehicle Total

$’000 $’000 $’000 $’000 $’000

Accumulated depreciation:At 1 January 2014 127 Ǘǚǚ 222 6 610

Depreciation charge for the year ǖǝǘ Ǘǘǘ ǖǘǜ – ǚǚǘ

Disposals – țǚǝȜ țǖǚȜ (6) (79)

�/�+0#"/�1,�&+3"01*"+1�-/,-"/1&"0�ț�,1"�ǖǘȜ (91) – – – (91)

�5 %�+$"�!&ƛ"/"+ "0 – 1 1 – 2

�1�ǘǖ��" "*�"/�ǗǕǖǙ��+!�ǖ� �+2�/6�ǗǕǖǚ 219 Ǚǘǖ ǘǙǚ – ǞǞǚ

Depreciation charge for the year 189 444 ǖǙǚ – 778

Disposals – (99) (10) – (109)

�5 %�+$"�!&ƛ"/"+ "0 – – 1 – 1

�1�ǘǖ��" "*�"/�ǗǕǖǚ 408 776 481 – ǖǾǛǛǚ

Net carrying amount:�1�ǘǖ��" "*�"/�ǗǕǖǙ ǚǾǘǝǝ ǖǾǖǖǚ ǘǚǕ – ǛǾǝǚǘ

�1�ǘǖ��" "*�"/�ǗǕǖǚ ǚǾǖǞǞ ǛǙǘ 260 – 6,102

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Polaris Ltd. Annual Report 2015

ǜǘ

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǖǗǽ� �/,-"/16Ǿ�-)�+1��+!�".2&-*"+1�ț ,+1&+2"!Ȝ

CompanyCommercial properties

Furniture, Ɯ512/"0��+!�renovation

�ƛ& "�equipment and

computers Total

$’000 $’000 $’000 $’000

Cost:

At 1 January 2014 4,060 490 198 4,748

Additions 2,667 Ǚǘǝ 144 ǘǾǗǙǞ

�/�+0#"/�#/,*�&+3"01*"+1�-/,-"/1&"0�ț�,1"�ǖǘȜ 700 – – 700

�/�+0#"/�1,�&+3"01*"+1�-/,-"/1&"0�ț�,1"�ǖǘȜ (1,820) – – (1,820)

�1�ǘǖ��" "*�"/�ǗǕǖǙ��+!�ǖ� �+2�/6�ǗǕǖǚ ǚǾǛǕǜ 928 ǘǙǗ 6,877

Additions – – 8 8

�1�ǘǖ��" "*�"/�ǗǕǖǚ ǚǾǛǕǜ 928 ǘǚǕ ǛǾǝǝǚ

Accumulated depreciation:At 1 January 2014 127 102 112 ǘǙǖ

Depreciation charge for the year ǖǝǘ ǖǖǚ ǘǘ ǘǘǖ

�/�+0#"/�1,�&+3"01*"+1�-/,-"/1&"0�ț�,1"�ǖǘȜ (91) – – (91)

�1�ǘǖ��" "*�"/�ǗǕǖǙ��+!�ǖ� �+2�/6�ǗǕǖǚ 219 217 ǖǙǚ ǚǝǖ

Depreciation charge for the year 189 181 ǚǙ 424

�1�ǘǖ��" "*�"/�ǗǕǖǚ 408 ǘǞǝ 199 ǖǾǕǕǚ

Net carrying amount:�1�ǘǖ��" "*�"/�ǗǕǖǙ ǚǾǘǝǝ 711 197 6,296

�1�ǘǖ��" "*�"/�ǗǕǖǚ ǚǾǖǞǞ ǚǘǕ ǖǚǖ ǚǾǝǝǕ

Assets pledged as security

�%"� /,2-ȉ0� ,**"/ &�)� -/,-"/1&"0�4&1%� �� �//6&+$� �*,2+1� ,#� ʏǚǾǖǞǞǾǕǕǕ� țǗǕǖǙǿ� ʏǚǾǘǝǝǾǕǕǕȜ� �/"�*,/1$�$"!� 1,� 0" 2/"� 1%"�Group’s bank loans (Note 21).

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Polaris Ltd. Annual Report 2015

74

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

13. Investment properties

Group and Company

2015$'000

2014$'000

Balance sheet:Cost:At 1 January 2,618 748

Additions ʮ 889

Transfer from property, plant and equipment (Note 12) ʮ 1,729

Transfer to property, plant and equipment (Note 12) ʮ (748)

�1�ǘǖ��" "*�"/ 2,618 2,618

Accumulated depreciation:At 1 January Ǘǚ 29

Charge for the year 92 44

Transfer to property, plant and equipment (Note 12) ʮ (48)

�1�ǘǖ��" "*�"/ 117 Ǘǚ

Net carrying amount:�1�ǘǖ��" "*�"/ ǗǾǚǕǖ ǗǾǚǞǘ

Group and Company

2015$'000

2014$'000

Income statement:Rental income from investment properties

– Minimum lease payment ǖǘǕ ǖǗǚ

Direct operating expenses (including repairs and maintenance) arising from:

– Rental generating properties (27) (9)

Properties pledged as security

�%"�&+3"01*"+1�-/,-"/1&"0��*,2+1&+$�1,�ʏǗǾǚǕǖǾǕǕǕ�țǗǕǖǙǿ�ʏǗǾǚǞǘǾǕǕǕȜ��/"�*,/1$�$"!�1,�0" 2/"���+(�),�+0�ț�,1"�ǗǖȜǽ��

�%"�&+3"01*"+1�-/,-"/1&"0�%")!��6�1%"�/,2-��0��1�ǘǖ��" "*�"/�&0��0�#,)),40ǿ�

Description and Location �5&01&+$��0" Tenure�+"5-&/"!�)"�0"�

term

��ǽ���Ǿ��+&1�ǕǘȒǖǚ �ƛ& " Leasehold ǚǘ�6"�/0

��ǽ���Ǿ��+&1�ǕǘȒǗǖ �ƛ& " Leasehold ǚǘ�6"�/0

��ǽ���Ǿ��+&1�ǕǘȒǗǗ �ƛ& " Leasehold ǚǘ�6"�/0

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Polaris Ltd. Annual Report 2015

ǜǚ

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

14. Intangible assets

Group

Goodwill

Customer Relationship

Lease Agreements

Total

$’000 $’000 $’000 $’000

Cost:�1�ǘǖ��" "*�"/�ǗǕǖǙ��+!�ǖ� �+2�/6�ǗǕǖǚ��+!�ǘǖ�

�" "*�"/�ǗǕǖǚ 668 1,078 Ǚǖǚ 2,161

Accumulated amortisation:At 1 January 2014 – ǖǘǙ 104 Ǘǘǝ

Amortisation – 180 ǖǘǝ ǘǖǝ

�1�ǘǖ��" "*�"/�ǗǕǖǙ��+!�ǖ� �+2�/6�ǗǕǖǚ – ǘǖǙ 242 ǚǚǛ

Amortisation – 180 ǖǘǝ ǘǖǝ

Impairment 668 – – 668

�1�ǘǖ��" "*�"/�ǗǕǖǚ 668 494 ǘǝǕ ǖǾǚǙǗ

Net carrying amount:�1�ǘǖ��" "*�"/�ǗǕǖǙ 668 764 ǖǜǘ ǖǾǛǕǚ

�1�ǘǖ��" "*�"/�ǗǕǖǚ� – ǚǝǙ ǘǚ 619

Goodwill

Goodwill of $668,000 relate to the Group’s acquisition of the businesses and business assets of Juzz1 Holdings Singapore Pte. Ltd., that was completed on 24 June 2014. An impairment loss of $668,000 representing the write-down of goodwill to 1%"�/" ,3"/��)"��*,2+1�4�0�/" ,$+&7"!�&+�,1%"/�"5-"+0"0�ț�,1"�ǝȜ�)&+"�&1"*�,#�1%"�&+ ,*"�01�1"*"+1�#,/�1%"�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚǽ

,,!4&))�� .2&/"!�1%/,2$%��20&+"00� ,*�&+�1&,+�%�0��""+��)), �1"!�1,� �0%Ȓ$"+"/�1&+$�2+&1�țȊ��ȋȜ�Ȕ��,+02*"/�")" 1/,+& 0�segment, which is also the reportable operating segment.

�%"�/" ,3"/��)"��*,2+1�,#�1%"����%�0��""+�!"1"/*&+"!���0"!�,+�3�)2"�&+�20"� �) 2)�1&,+�20&+$� �0%�Ɲ,4�-/,'" 1&,+0�#/,*�Ɯ+�+ &�)��2!$"10��--/,3"!��6���+�$"*"+1� ,3"/&+$���Ɯ3"Ȓ6"�/�-"/&,!��+!�1"/*&+�)�3�)2"Ǿ� �) 2)�1"!���0"!�,+�1%"�),+$�1"/*�sustainable growth rate for the industry at 2% (2014: 2%), which has been used to determine income for the future years. �%"�-/"Ȓ1�5�!&0 ,2+1�/�1"��--)&"!�1,�1%"� �0%�Ɲ,4�-/,'" 1&,+0�4�0�ǖǘʢ�țǗǕǖǙǿ�ǖǘʢȜ��+!�1%"�#,/" �01"!�$/,41%�/�1"�20"!�1,�"51/�-,)�1"!� �0%�Ɲ,40��"6,+!�1%"�Ɯ3"Ȓ6"�/�-"/&,!�&0�țǘʢȜ�#,/�ǗǕǖǛǾ�ǖʢ�#,/�ǗǕǖǜ��+!�Ǘʢ�#,/�ǗǕǖǝ�,+4�/!0ǽ��%"��2!$"1"!�$/,00�*�/$&+��002*"!�4�0�ǜǽǚʢ�țǗǕǖǙǿ�ǝǽǚʢȜ��++2�))6ǽ�

Key assumptions used in the value in use calculations

�%"� �) 2)�1&,+0�,#�3�)2"�&+�20"�#,/�1%"�����/"�*,01�0"+0&1&3"�1,�1%"�#,)),4&+$��002*-1&,+0ǿ�

�2!$"1"!�$/,00�*�/$&+0 – Gross margins are based on values achieved in the year preceding the start of the budget period. The ��+�$"*"+1��!,-1"!���Ɲ�1�ǜǽǚʢ�$/,00�*�/$&+�#,/�1%"�Ɯ3"�6"�/0�-"/&,!ǽ

/,41%�/�1"0�Ȕ��%"�#,/" �01"!�$/,41%�/�1"0�20"!�&+�Ɯ3"Ȓ6"�/� �0%�Ɲ,4�-/,'" 1&,+0��/"���0"!�,+�&+!201/6�/"0"�/ %��+!�1%"�),+$�term sustainable growth rate used for terminal value calculations do not exceed the long-term average growth rate for the &+!201/&"0�/")"3�+1�1,�1%"���ǽ

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Polaris Ltd. Annual Report 2015

76

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǖǙǽ� �+1�+$&�)"��00"10�ț ,+1&+2"!Ȝ

Key assumptions used in the value in use calculations (continued)

�/"Ȓʮ1�5�!&0 ,2+1�/�1"0�Ȕ��&0 ,2+1�/�1"0�/"-/"0"+1�1%"� 2//"+1�*�/("1��00"00*"+1�,#�1%"�/&0(0�0-" &Ɯ �1,���Ǿ�/"$�/!&+$�1%"�1&*"�3�)2"�,#�*,+"6��+!�&+!&3&!2�)�/&0(0�,#�1%"�2+!"/)6&+$��00"10�4%& %�%�3"�+,1��""+�&+ ,/-,/�1"!�&+�1%"� �0%�Ɲ,4�"01&*�1"0ǽ��%"�!&0 ,2+1�/�1"� �) 2)�1&,+�&0���0"!�,+�1%"�0-" &Ɯ � &/ 2*01�+ "0�,#�1%"�/,2-��+!�&10�,-"/�1&+$�0"$*"+10��+!�!"/&3"!�#/,*�its weighted average cost of capital (“WACC”). The WACC takes into account both debt and equity. The cost of equity is derived from the expected return on investment by the Group’s investors. The cost of debt is based on the interest bearing borrowings 1%"�/,2-�&0�,�)&$"!�1,�0"/3& "ǽ��"$*"+1Ȕ0-" &Ɯ �/&0(�&0�&+ ,/-,/�1"!��6��--)6&+$�&+!&3&!2�)��"1��#� 1,/0ǽ��%"��"1��#� 1,/0��/"�evaluated annually based on publicly available market data.

��/("1� 0%�/"��002*-1&,+0 – These assumptions are important because, as well as using industry data for growth rates (as +,1"!���,3"ȜǾ���+�$"*"+1��00"00"0�%,4�1%"���ȉ0�-,0&1&,+Ǿ�/")�1&3"�1,�&10� ,*-"1&1,/0Ǿ�*&$%1� %�+$"�,3"/�1%"��2!$"1�-"/&,!ǽ�Management expects the Group’s share of the consumer electronics markets to be stable over the budget period.

Sensitivity to changes in assumptions

Reasonably possible changes to the following key assumptions used in management’s assessment of recoverable amount ț%,)!&+$�,1%"/��002*-1&,+0�2+ %�+$"!Ȝ�4&))� /"02)1� &+� %�+$"0� &+� 1%"�!&ƛ"/"+ "��"14""+� /" ,3"/��)"��*,2+1��+!� �//6&+$��*,2+1�țȊ!&ƛ"/"+ "ȋȜ��0�#,)),40ǿ

Discount Rate Growth Rate Budgeted gross margin

2015+1%

$'000–1%

$'000+1%

$'000–1%

$'000+1%

$'000–1%

$'000

�+ /"�0"ȡț�" /"�0"Ȝ�&+�1%"�!&ƛ"/"+ " 84 (99) ǘǖǞ țǘǗǖȜ 2,714 (2,714)

Discount Rate Growth Rate Budgeted gross margin

2014+1%

$'000–1%

$'000+1%

$'000–1%

$'000+1%

$'000–1%

$'000

�+ /"�0"ȡț�" /"�0"Ȝ�&+�1%"�!&ƛ"/"+ " (107) ǖǜǘ ǖǕǘ țǚǞȜ ǚǾǕǛǕ țǚǾǕǛǕȜ

Customer relationship and lease agreements

Customer relationship (“CR”) and lease agreements (“LA”) were acquired in the Group’s acquisition of business of Multi-Channel �"/3& "0��1"ǽ��1!ǽǾ�1%�1�4�0� ,*-)"1"!�,+�ǖ��-/&)�ǗǕǖǘǽ�����+!����%�3"��+��3"/�$"�/"*�&+&+$��*,/1&0�1&,+�-"/&,!�,#�1%/""��+!�six years, respectively.

Amortisation expense

�%"��*,/1&0�1&,+�,#�&+1�+$&�)"��00"10�&0�&+ )2!"!�&+�Ȋ�1%"/�"5-"+0"0ȋ�)&+"�&1"*0�&+�-/,Ɯ1�,/�),00�/"0-" 1&3")6�ț�,1"�ǝȜǽ�

15. Investment in subsidiaries

Company2015$'000

2014$'000

�+.2,1"!�0%�/"0Ǿ��1� ,01 12,688 ǖǕǾǚǖǗLess: Allowance for impairment țǙǾǗǛǘȜ (2,000)

ǝǾǙǗǚ ǝǾǚǖǗMovements in allowance account:At 1 January (2,000) –

Charge for the year țǗǾǗǛǘȜ (2,000)�1�ǘǖ��" "*�"/ țǙǾǗǛǘȜ (2,000)

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Polaris Ltd. Annual Report 2015

77

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǖǚǽ� �+3"01*"+1�&+�02�0&!&�/&"0�ț ,+1&+2"!Ȝ

Investment in subsidiaries (continued)

�+�ǗǕ���/ %�ǗǕǖǚ��+!� 2)6�ǗǕǖǚǾ� 1%"��,*-�+6�%�0� &+'" 1"!��!!&1&,+�)� �-&1�)� &+1,� &10�02�0&!&�/6Ǿ��,)�/&0������,)!&+$0��1!�țȊ�,)�/&0����ȋȜ�1%/,2$%� ,+3"/0&,+�,#�,2101�+!&+$�0%�/"%,)!"/�),�+��+!� �0%�-�6Ȓ,21�,#�ʏǖǾǝǙǕǾǕǕǕ��+!�ʏǘǘǛǾǕǕǕ�/"0-" 1&3")6ǽ

�+�ǝ� 2)6�ǗǕǖǚ��+!�Ǟ� 2)6�ǗǕǖǚǾ�1%"��,*-�+6�0"1�2-�14,�+"4�4%,))6Ȓ,4+"!�02�0&!&�/&"0Ǿ��,)�/&0���'2��!+��%!ǽ�țȊ�,)�/&0���'2ȋȜ��+!��,)�/&0����ǽ��1!ǽ�țȊ�,)�/&0����ȋȜ�1%/,2$%� �-&1�)�&+'" 1&,+�,#�ʏǕǽǗǕ��+!�ʏǕǽǛǚǾ�/"0-" 1&3")6ǽ�

�,)�/&0���'2��+!��,)�/&0������/"�0"1�2-�1,�2+!"/1�("�1%"��20&+"00�,#�!&01/&�21&+$�1")" ,**2+& �1&,+�-/,!2 10�&+���)�60&���+!�Hong Kong respectively. This is part of management strategy to strengthen its position as a leading retailer and distributor ,#�*,�&)"�-/,!2 10�&+��,21%"�01��0&�ǽ��0��1�ǘǖ��" "*�"/�ǗǕǖǚǾ��,)�/&0���'2��+!��,)�/&0�����%�3"�+,1�6"1� ,**"+ "!�&10�business operation.

a. Composition of the Group

The Group has the following investment in subsidiaries.

NamePrincipal place of business Principal activities

Proportion (%) of ownership interest

2015 2014

�")!��6�1%"��,*-�+6ǿ

Polaris Device Pte. Ltd.(1) Singapore Regional mobile handset distributor

100 100

Polaris Network Pte. Ltd.(1) Singapore Retailer of mobile handset and services and consumer electronics

100 100

Polaris Telecom Pte. Ltd.(1) Singapore Retailer of mobile handset and services

100 100

Polaris Digimedia Pte. Ltd.(1) Singapore Investment holdings company 100 100

Polaris Explorer Pte. Ltd.(1) Singapore Investment holdings company 100 100

Polaris TMT Ltd. (2) Hong Kong SAR, Peoples Republic of China

Dormant 100 –

Polaris KKC Holdings Pte. Ltd.(1) Singapore Investment holdings company 70 70

�")!�1%/,2$%��,)�/&0������,)!&+$0��1"ǽ��1!ǽǿ

CM Polaris Pte. Ltd.(1) Singapore Joint venture investment in Myanmar

67 67

�")!�1%/,2$%��,)�/&0��5-),/"/��1"ǽ��1!ǽǿ

�,)�/&0���'2��!+��%!(2) Malaysia Dormant 100 –

(1) Audited by Ernst & Young LLP, Singapore.(2)�� �%"��,*-�+6�4�0�&+ ,/-,/�1"!�&+�ǗǕǖǚ��+!�+,1��2!&1"!��0�1%"��,*-�+6�&0�!,/*�+1�!2/&+$�1%"�6"�/ǽ

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Polaris Ltd. Annual Report 2015

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N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǖǚǽ� �+3"01*"+1�&+�02�0&!&�/&"0�ț ,+1&+2"!Ȝ�

b. Interest in subsidiaries with material non-controlling interest (NCI)

The Group has the following subsidiaries that have NCI that are material to the Group.

Name of subsidiary

Principal place of business

Proportion of ownership

interest held by non-controlling

interest

�/,Ɯ1ȡț),00Ȝ�allocated to NCI during

the reporting period$’000

Accumulated NCI at the end

of reporting period $’000

Dividends paid to NCI

$’000

31 December 2015:Polaris KKC Holdings Pte. Ltd. Singapore ǘǕʢ (2) 964 –

CM Polaris Pte. Ltd. Singapore ǚǘʢ țǗǾǘǛǜȜ țǙǚǝȜ –

31 December 2014:Polaris KKC Holdings Pte. Ltd. Singapore ǘǕʢ ǘ ǘǗ –

CM Polaris Pte. Ltd. Singapore ǚǘʢ ǘǘǜ ǘǘǝ –

c. Summarised financial information about subsidiaries with material NCI

�2**�/&0"!� Ɯ+�+ &�)� &+#,/*�1&,+� &+ )2!&+$� $,,!4&))� ,+� � .2&0&1&,+� �+!� ,+0,)&!�1&,+� �!'201*"+10� �21� �"#,/"�intercompany eliminations of subsidiaries with material non-controlling interests are as follows:

Summarised balance sheets

Polaris KKC Pte. Ltd. CM Polaris Pte. Ltd.

2015$'000

2014$'000

2015$'000

2014$'000

CurrentAssets 47 ǖǾǖǜǚ 867 828Liabilities (4) țǜǚǝȜ țǚȜ țǖǾǗǝǘȜ

�"1� 2//"+1��00"10ȡț)&��&)&1&"0Ȝ Ǚǘ 417 862 țǙǚǚȜ

Non-currentAssets ǘǾǖǛǞ ǖǾǙǚǕ – ǘǾǚǖǛLiabilities ʮ (1,760) ʮ țǗǾǙǗǚȜ

�"1�+,+Ȓ 2//"+1��00"10ȡ�ț)&��&)&1&"0Ȝ ǘǾǖǛǞ țǘǖǕȜ – 1,091

Net assets ǘǾǗǖǗ 107 862 ǛǘǛ

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79

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǖǚǽ� �+3"01*"+1�&+�02�0&!&�/&"0�ț ,+1&+2"!Ȝ

c. Summarised financial information about subsidiaries with material NCI (continued)

Summarised statement of comprehensive income

Polaris KKC Pte. Ltd. CM Polaris Pte. Ltd.

2015$'000

2014$'000

2015$'000

2014$'000

Revenue – – 28 612

�/,Ɯ1ȡț),00Ȝ��"#,/"�&+ ,*"�1�5 (7) ǚ (4,417) ǚǛǗ

Income tax expense – – (21) –

�/,Ɯ1ȡț),00Ȝ��ƞ"/�1�5� (7) ǚ țǙǾǙǘǝȜ ǚǛǗ

Other comprehensive income ǘ 1 ǘǚ 26

Total comprehensive income (4) 6 țǙǾǙǕǘȜ ǚǝǝ

16. Investment in associates

The Group’s material investments in associates are summarised below:

Group Company

2015$'000

2014$'000

2015$'000

2014$'000

����/&(,*0")��("���(ǽ�țȇ����ȇȜ ʮ ǘǖǝǾǗǘǘ ʮ ǘǖǘǾǗǛǜ

Other associates (unquoted) 470 ǗǘǙ ʮ ʮ

470 ǘǖǝǾǙǛǜ ʮ ǘǖǘǾǗǛǜ

Fair value of investment in TRIO for which there is a published price quotation 440,169 ǗǞǖǾǗǘǘ 440,169 ǗǞǖǾǗǘǘ

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N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǖǛǽ� �+3"01*"+1�&+��00, &�1"0�ț ,+1&+2"!Ȝ

The following table below summarised the movement of the investment in associates:

Group Company2015$'000

2014$'000

2015$'000

2014$'000

Investment in associates, at cost:– PT Trikomsel Oke Tbk. ǘǖǘǾǗǛǜ ǘǖǘǾǗǛǜ ǘǖǘǾǗǛǜ ǘǖǘǾǗǛǜ– Other associates ǗǘǙ ǗǘǙ ʮ ʮ

Addition: investment in associates– Other associates ǘǛǕ ʮ ʮ ʮ

�%�/"�,#�-,01ʮ� .2&0&1&,+�/"0"/3"0– PT Trikomsel Oke Tbk. țǖǖǾǛǚǗȜ(1) 4,966 ʮ ʮ– Other associates (124) ʮ ʮ

Provision for impairment of investment– PT Trikomsel Oke Tbk. țǘǕǖǾǛǖǚȜ ʮ țǘǖǘǾǗǛǜȜ ʮ

470 ǘǖǝǾǙǛǜ ʮ ǘǖǘǾǗǛǜ

(1)�� �%�/"0�,#�),00"0�,#�ʏǖǛǾǛǖǝǾǕǕǕ�,#��/&,��/"�".2&16�� ,2+1"!�#,/�2-�1&))�ǘǕ��"-1"*�"/�ǗǕǖǚǽ

NameCountry of incorporation Principal activities

Proportion (%) of ownership interest

2015 2014

�")!��6�1%"��,*-�+6ǿ

PT Trikomsel Oke Tbk. (1) Indonesia Retail and distribution of telecommunication and multimedia products

Ǚǚ Ǚǚ

�")!�1%/,2$%��,)�/&0��5-),/"/��1"ǽ��1!ǽǿ

Polaris Gold (Thailand) Co., Ltd. (2) Thailand Retail and distribution of telecommunication products

47 47

Polaristitans Philippines Inc. țǘȜ Philippines Engage in, conduct and carry on the business of importing, exporting, manufacturing, selling, distributing and marketing of wholesale telecommunication equipment

40 40

�")!�1%/,2$%��,)�/&0��"3& "��1"ǽ��1!ǽǿ

XMI Pte Ltd. (4) Singapore Manufacture, distributing and retail of multimedia devices

ǘǕ ʮ

(1) The appointed auditor is Crowe Horwath in Indonesia. (2) Audited by P.K Consulting Co. Ltd. țǘȜ Audit by Ong Ordonez & Associates (4) Audit by Paul Wan & Co

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N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǖǛǽ� �+3"01*"+1�&+��00, &�1"0�ț ,+1&+2"!Ȝ

The activities of the associates are strategic to the Group activities.

����/&(,*0")��("���(ǽ�țȊ����ȋȜ

�+�ǗǕǖǙǾ�1%"��,*-�+6�� .2&/"!�Ǚǚʢ�".2&16�&+1"/"01�&+��+��00, &�1"!� ,*-�+6Ǿ�����ǽ��%"�/,2-�3&"4"!�1%�1�1%"�� .20&1&,+�,#�TRIO is an integral part of the Group’s plan to penetrate into the Indonesian market to synergise and complement the Group’s "5&01&+$�,ƛ"/&+$0ǽ

Equity instruments issued as part of consideration transferred

�2/&+$�1%"�-/&,/�6"�/Ǿ�&+� ,++" 1&,+�4&1%�1%"�� .2&0&1&,+�,#�".2&16�&+1"/"01�&+�����Ǿ��,)�/&0��1!ǽ�&002"!����1,1�)�,#�ǖǘǾǛǗǕǾǘǗǙǾǕǕǕ�,/!&+�/6�0%�/"0�4&1%��� #�&/�3�)2"�,#�ʏǕǽǕǗǘǕ�"� %ǽ��%"� #�&/�3�)2"�,#� 1%"0"�0%�/"0� &0� 1%"�-2�)&0%"!�-/& "�,#� 1%"�0%�/"0��1� 1%"�� .2&0&1&,+� !�1"ǽ� �%�/"� &002�+ "� ,#� ǜǾǕǞǝǾǚǝǚǾǕǕǕ� 4"/"� 20"!� �0� ,+0&!"/�1&,+� #,/� 0%�/"0� 04�-� 1/�+0� 1&,+0� ,+� Ǚ� �+!� ǜ� �2$201� ǗǕǖǙ� �+!� ʏǖǚǕǾǕǕǕǾǕǕǕ� 4�0� /�&0"!� 1%/,2$%� 0%�/"0� -)� "*"+1� ,#� ǛǾǚǗǖǾǜǘǞǾǕǕǕǽ� �%"� #2+!� /�&0"!� 4�0� 20"!� �0� �0%�consideration transferred on 16 October 2014.

Transaction costs

�/�+0� 1&,+� ,010�/")�1"!�1,�1%"�� .2&0&1&,+�,#�ʏǘǞǜǾǕǕǕ�%�3"��""+�/" ,$+&0"!�&+�1%"�Ȋ�!*&+&01/�1&3"�"5-"+0"0ȋ�)&+"�&1"*�&+�1%"�/,2-ȉ0�-/,Ɯ1�,/�),00�#,/�1%"�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǙǽ

Goodwill arising from acquisition

�%"�-2/ %�0"�-/& "��)), �1&,+�,#� 1%"�� .2&0&1&,+�,#������ &+� 1%"�Ɯ+�+ &�)� 6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǙ�4�0�-/,3&0&,+�)ǽ� �+��ǗǕǖǚǾ�1%"�-2/ %�0"�-/& "��)), �1&,+�4�0� ,*-)"1"!��+!�$,,!4&))�4�0�Ɯ+�)&0"!��1�ʏǖǝǕǾǗǚǞǾǕǕǕǾ��+�&+ /"�0"�,#�ʏ�ǘǝǾǛǛǛǾǕǕǕ� ,*-�/"!�1,�1%"�-/,3&0&,+�)�$,,!4&))��1�ʏǖǙǖǾǚǞǘǾǕǕǕ�/" ,$+&0"!�&*��ǗǕǖǙǽ��%"� %�+$"�&+�$,,!4&))��*,2+1��/&0"0�#/,*�1%"�Ɯ+�)&0�1&,+�,#�1%"�3�)2�1&,+�,#� "+1�&+�&+1�+$&�)"��00"10�� .2&/"!��0�-�/1�,#�1%"�� .2&0&1&,+ǽ

�%"�"ƛ" 1�,#�1%"� %�+$"0�&+�$,,!4&))��+!�&+1�+$&�)"��00"10�4�0�/" ,$+&0"!�4&1%�1%"� �//6&+$��*,2+1�,#�1%"�&+3"01*"+1�&+������2+!"/�1%"�Ȋ�+3"01*"+1�&+��00, &�1"0ȋ�)&+"�&1"*�&+�1%"�/,2-���)�+ "�0%""1��0��1�ǘǖ��" "*�"/�ǗǕǖǚǽ�

Impairment testing of investment in associates

�2/&+$�1%"� 2//"+1�Ɯ+�+ &�)�6"�/Ǿ��/&(,*0")�*�!"�1%"�#,)),4&+$��++,2+ "*"+10�-"/1�&+&+$�1,�1%"�#,)),4&+$�*�11"/0ǿ�

ǖȜ�� �+�� 1,�"/��+!��,3"*�"/�ǗǕǖǚǾ�������++,2+ "!�1%�1�1%"6�4"/"�+,1���)"�1,�0"/3& "�&10�!"�1�,�)&$�1&,+0��+!�1%"6��/"�&+�a debt restructuring exercise with the banks to improve its liquidity position. The debt restructuring negotiation is still ,2101�+!&+$��0��1�1%"�!�1"�,#�1%&0�Ɯ+�+ &�)�01�1"*"+10ǽ�

ǗȜ� �+� Ǚ� �+2�/6� ǗǕǖǛǾ� ����� "+1"/"!� &+1,� �"+2+!��+� �"4�'&��+� �"*��6�/�+� �1�+$� țȊ����ȋȜ� 01�120ǽ� ����� &0� -�/1� ,#�Indonesia's 2004 Bankruptcy Law and provides creditors and debtors with an avenue to avoid liquidation bankruptcy.

ǘȜ�� �+�Ǜ� �+2�/6�ǗǕǖǛǾ�1%"��+!,+"0&���1, (��5 %�+$"�țȊ���ȋȜ�%�0�1"*-,/�/6�020-"+!"!�1%"�1/�!&+$�,#��/&(,*0")ȉ0�0%�/"0ǽ�

�+�3&"4�,#�1%"�0&$+&Ɯ �+ "�,#�1%"���,3"�*�11"/0Ǿ�*�+�$"*"+1�%�0�/" ,$+&7"!���#2))�&*-�&/*"+1�,+�&10�&+3"01*"+1�&+�������1�1%"�/,2-��+!��,*-�+6��*,2+1&+$�1,�ʏǘǕǖǾǛǖǚǾǕǕǕ��+!�ʏǘǖǘǾǗǛǜǾǕǕǕ�/"0-" 1&3")6ǽ��

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N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǖǛǽ� �+3"01*"+1�&+��00, &�1"0�ț ,+1&+2"!Ȝ

Impairment testing of investment in associates (continued)

�,)�/&0�,)!�ț�%�&)�+!Ȝ��,ǽǾ��1!ǽ�țȊ�,)�/&0�,)!ȋȜ

�+�ǘǕ��" "*�"/�ǗǕǖǙǾ� 1%"�/,2-ȉ0� 02�0&!&�/6� ,*-�+6Ǿ��,)�/&0��5-),/"/��1"ǽ� �1!ǽ� țȊ�,)�/&0��5-),/"/ȋȜ�%�0� &+3"01"!� &+� Ǚǜʢ�".2&16�&+1"/"010�&+��,)�/&0�,)!Ǿ���!&01/&�21,/��+!�/"1�&)"/�,#�1")" ,**2+& �1&,+�-/,!2 10�&+��%�&)�+!�1%/,2$%� �-&1�)�&+'" 1&,+�,#�ʏǚǛǾǕǕǕǽ

�,)�/&01&1�+0��%&)&--&+"0��+ ǽ�țȊ�,)�/&01&1�+0ȋȜ

On 26 December 2014, the Group’s subsidiary company, Polaris Explorer has invested in 40% equity interests in Polaristitans, �+�&*-,/1"/Ǿ�"5-,/1"/Ǿ�*�+2#� 12/"/��+!�!&01/&�21,/�,#�1")" ,**2+& �1&,+�".2&-*"+10�&+��%&)&--&+"0�1%/,2$%� �-&1�)�&+'" 1&,+�,#�ʏǖǜǜǾǕǕǕǽ��+�ǖǚ� 2)6�ǗǕǖǚǾ��,)�/&0��5-),/"/�%�0�&+'" 1"!��!!&1&,+�)� �-&1�)�&+�1%"��,)�/&01&1�+0�,#�ʏǘǛǕǾǕǕǕǽ

The Group invested in Polaris Gold and Polaristitans in order to strengthen its position as a leading retailer and distributor of mobile products in Southeast Asia and to improve operating margins and enlarge the Group’s regional footprint.

�%"� 02**�/&0"!� Ɯ+�+ &�)� &+#,/*�1&,+� &+� /"0-" 1� ,#� ��� �/&(,*0")� �("� ��(ǽ� ��0"!� ,+� &10� ��� Ɯ+�+ &�)� 01�1"*"+10� �+!� ��/" ,+ &)&�1&,+�4&1%�1%"� �//6&+$��*,2+1�,#�1%"�&+3"01*"+1�&+�1%"� ,+0,)&!�1"!�Ɯ+�+ &�)�01�1"*"+10��/"��0�#,)),40ǿ

Summarised balance sheet (1)

PT Trikomsel Oke Tbk.

As at September 2015$'000

As at December 2014$'000

Current assets ǞǚǘǾǞǕǛ ǞǗǝǾǘǞǜ

�,+ʮ 2//"+1��00"10�"5 )2!&+$�$,,!4&)) 97,616 ǗǗǛǾǘǝǚ

Goodwill ǖǝǕǾǗǚǞ ǖǙǖǾǚǞǘ

Total assets ǖǾǗǘǖǾǜǝǖ ǖǾǗǞǛǾǘǜǚ

Current liabilities (409,062) țǘǞǚǾǝǕǖȜ

�,+ʮ 2//"+1�)&��&)&1&"0 țǘǜǛǾǝǖǜȜ țǘǛǙǾǗǝǖȜ

Total liabilities țǜǝǚǾǝǜǞȜ (760,082)

Net assets � ǙǙǚǾǞǕǗ ǚǘǛǾǗǞǘ

Net assets excluding goodwill ǗǛǚǾǛǙǘ ǘǞǙǾǜǕǕ

Proportion of the Group’s ownership 44.88% 44.88%

Group’s share of net assets 119,220 177,141

Goodwill on acquisition ǖǝǕǾǗǚǞ ǖǙǖǾǚǞǘ

�1%"/��!'201*"+10 ǗǾǖǘǛ țǚǕǖȜ

Carrying amount of the investment ǘǕǖǾǛǖǚ ǘǖǝǾǗǘǘ

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Polaris Ltd. Annual Report 2015

ǝǘ

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǖǛǽ� �+3"01*"+1�&+��00, &�1"0�ț ,+1&+2"!Ȝ

Summarised statement of comprehensive income (1)

PT Trikomsel Oke Tbk.

For the period ended 30

September 2015$'000

For the period ended 31

December 2014$'000

Revenue ǚǝǚǾǝǘǚ ǖǾǖǚǗǾǖǞǞ

ț�,00Ȝȡ�/,Ɯ1��ƞ"/�1�5�#/,*� ,+1&+2&+$�,-"/�1&,+0 țǘǛǾǝǚǙȜ ǘǗǾǚǙǞ

Other comprehensive income ǘǛǛ 949

Total comprehensive income țǘǛǾǙǝǝȜ ǘǘǾǙǞǝ

(1)�� �"02)10�,#�����/&(,*0")��("���(ǽ��/"�".2&16�� ,2+1"!�#,/�2-�1&))�ǘǕ��"-1"*�"/�ǗǕǖǚ�

17. Investment securities

Group

2015$'000

2014$'000

Current:�00"10�%")!ʮ#,/ʮ0�)"

– Equity securities (unquoted), at cost 600 –

Non-current:�3�&)��)"ʮ#,/ʮ0�)"�Ɯ+�+ &�)��00"1

– Equity securities (unquoted), at cost – 600

�+�Ǘǚ� 2)6�ǗǕǖǙǾ�1%"�/,2-ȉ0�02�0&!&�/6� ,*-�+6Ǿ��,)�/&0��&$&*"!&���1"ǽ��1!ǽ�țȊ�,)�/&0��&$&*"!&�ȋȜ�&+3"01"!�&+�ǖǕǽǚʢ�".2&16�&+1"/"01�&+��%,-!" ���1"ǽ��1!ǽ�țȊ�%,-!" �ȋȜǾ��� 2/�1"!�"ʮ ,**"/ "� ,*-�+6Ǿ�4&1%�&10�&+&1&�)�,-"/�1&,+0�0&12�1"!�&+��+!,+"0&���+!�&0�"5-�+!&+$�&+1,�1%"��&+$�-,/"�*�/("1ǽ��+�ǜ�� 1,�"/�ǗǕǖǙǾ��,)�/&0��&$&*"!&��� .2&/"!��!!&1&,+�)�ǝǽǚʢ�".2&16�&+1"/"01ǽ�Polaris Digimedia now owns 19.0% of the equity interest in Shopdeca.

The Group has acquired Shopdeca as part of the Group’s strategy to expand beyond Telco and IT retailing in Singapore. In addition, the acquisition of Shopdeca allows the Group to have a wider customer outreach and an expanded range of products.

�+�ǖǝ��" "*�"/�ǗǕǖǚǾ�1%"�/,2-�%�0��$/""!�1,�!&0-,0"�#2))6Ǿ��+!�1%"�� .2&/"/�%�0��++,2+ "!�&10�&+1"+1&,+�1,�� .2&/"�#2))6�1%"�/,2-ȉ0�".2&16�&+1"/"01�&+��%,-!" ���1"ǽ��1!ǽ�țȊ�%,-!" �ȋȜǽ��0��1�ǘǖ��" "*�"/�ǗǕǖǚǾ�1%"��3�&)��)"Ȓ#,/Ȓ0�)"�Ɯ+�+ &�)��00"1�%�0�been presented as assets held-for-sale in the balance sheet.

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N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

18. Trade and other receivables

Group Company

2015$'000

2014$'000

2015$'000

2014$'000

Trade and other receivables (current):Trade receivables (net of allowance)

– Third party ǛǾǘǕǘ ǛǾǚǗǜ – –

– Associate – ǚǾǝǚǛ – –

Other receivables ǙǾǗǚǗ 6,720 120 99

Advances to suppliers ǜǚǖ 1,914 644 ǚǖǚ

Amounts due from subsidiaries

Ȕ� �,+ʮ&+1"/"01��"�/&+$ – – – 2,746

Loan receivables (net of allowance) – – – –

Refundable deposits ǚǛǖ ǖǚǕ 10 ǖǚ

11,867 21,167 774 ǘǾǘǜǚ

�1%"/�/" "&3��)"0�ț+,+ʮ 2//"+1ȜǿLoan receivables (net of allowance) – ǘǾǚǖǛ – –

Loan receivable from an associate (net of allowance) – – – –

Amounts due from subsidiaries

– Interest bearing – – – –

Ȕ� �,+ʮ&+1"/"01��"�/&+$ – – ǚǾǜǖǘ 6,020

Refundable deposits ǚǝ ǚǖǛ – –

ǚǝ ǙǾǕǘǗ ǚǾǜǖǘ 6,020

Total trade and other receivables ț 2//"+1��+!�+,+ʮ 2//"+1Ȝ ǖǖǾǞǗǚ ǗǚǾǖǞǞ 6,487 ǞǾǘǞǚ

�!!ǿ���0%��+!�0%,/1ʮ1"/*�!"-,0&10�ț�,1"�ǗǕȜ ǗǾǜǘǜ ǘǾǖǜǘ Ǜǚǜ ǗǚǗ

�"00ǿ Sales tax receivables (70) țǖǚǜȜ – (8)

�"00ǿ Advances to suppliers țǜǚǖȜ (1,914) (644) țǚǖǚȜ

Total loans and receivables ǖǘǾǝǙǖ ǗǛǾǘǕǖ ǛǾǚǕǕ 9,124

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Polaris Ltd. Annual Report 2015

ǝǚ

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǖǝǽ� �/�!"��+!�,1%"/�/" "&3��)"0�ț ,+1&+2"!Ȝ

Trade receivables

�/�!"�/" "&3��)"0��/"�+,+ʮ&+1"/"01��"�/&+$��+!��/"�$"+"/�))6�,+�ǘǕ�1,�ǞǕ�!�60ȉ� 1"/*0ǽ��%"6��/"�/" ,$+&0"!��1� 1%"&/�,/&$&+�)�invoice amounts which represent their fair values on initial recognition. Trade receivables denominated in foreign currencies �1�ǘǖ��" "*�"/��/"��0�#,)),40ǿ

Group Company

2015$'000

2014$'000

2015$'000

2014$'000

�+&1"!��1�1"0��,))�/ 2,204 6,222 – –

Other receivables Other receivables are non-interest bearing and are recognised at their original invoice amounts which represent their fair values on initial recognition. Advances to suppliers

Advances to suppliers are advances made to suppliers for the purchase of goods and services and are recognised at their original invoice amounts which represent their fair values on initial recognition.

Amounts due from subsidiaries and related companies

– Amounts due from subsidiaries (non-interest bearing) are unsecured, non-interest bearing and are to be settled in cash. The amounts are repayable on demand except for an advance to its subsidiaries which are not expected to be repaid within the next 12 months.

– Amounts due from related companies are non-trade related, unsecured, non-interest bearing and are to be settled in cash.

Refundable deposits

Refundable deposits are rental and security deposits paid by the Group for its retail outlets. They do not carry any credit terms and are refundable upon expiry of the lease terms.

Loan receivables

�,�+0�1,�#/�+ %&0""��/"�!"+,*&+�1"!�&+����Ǿ��"�/�&+1"/"01��1�ǚǽǜǚʢ�-ǽ�ǽ�țǗǕǖǙǿ�ǚǽǜǚʢȜǾ�%�3"��+��3"/�$"�*�12/&16�,#�Ǚ�6"�/0�(2014: 4 years), unsecured and are to be settled in cash. These receivables are determined to be impaired at the end of the /"-,/1&+$�-"/&,!��0�1%"�#/�+ %&0""�&0�&+�0&$+&Ɯ �+1�Ɯ+�+ &�)�!&ƛ& 2)1&"0��+!�%�3"�!"#�2)1"!�,+�-�6*"+10�&+�1%"�-/&,/�-"/&,!0ǽ�These receivables are not secured by any collateral or credit enhancement.

Loan receivable from an associate

�,�+�1,��00, &�1"��"�/0�&+1"/"01��1�ǚʢ�-ǽ�ǽ�țǗǕǖǙǿ����ȜǾ�%�3"��+�*�12/&16�,#�Ǘ�6"�/0�țǗǕǖǙǿ����ȜǾ�0" 2/"!��6�-"/0,+�)�$2�/�+1""0�from the Directors of the associate and is to be settled in cash. The receivable determined to be impaired at the end of the reporting period relate to receivables that have recoverability issues.

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86

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǖǝǽ� �/�!"��+!�,1%"/�/" "&3��)"0�ț ,+1&+2"!Ȝ

Receivables that are impaired

The Group’s trade receivables that are impaired at the end of the reporting period and the movement of the allowance accounts used to record the impairment are as follows:

Group

Individually impaired

2015$'000

2014$'000

Trade receivables – nominal amounts ǗǾǚǖǘ –

Less: Allowance for impairment țǗǾǚǖǘȜ –

– –

Movement in allowance accounts:

At 1 January – –

Charge for the year ǗǾǚǖǘ –

�1�ǘǖ��" "*�"/� ǗǾǚǖǘ –

Loan receivables that are impaired

The Group’s loan receivables that are impaired at the end of the reporting period and the movement of the allowance accounts used to record the impairment are as follows:

Group

Individually impaired

2015$'000

2014$'000

Loan receivables (current) ǚǚǚ –

Loan receivables (non-current) 4,174

Loan receivables from an associates 2,196

Less: Allowance for impairment țǛǾǞǗǚȜ –

– –

Movement in allowance accounts:

At 1 January – –

Charge for the year ǛǾǜǛǚ –

Currency realignment 160

�1�ǘǖ��" "*�"/ ǛǾǞǗǚ –

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87

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

19. Inventories

Group

2015$'000

2014$'000

Balance sheet:

Finished goods (at cost or net realisable value) ǘǾǝǖǙ ǘǾǜǚǙ

Income statement:

Inventories recognised as an expense in cost of sales ǖǙǝǾǙǘǖ 122,999

Inclusive of the following charge:

Ȕ� �+3"+1,/&"0�4/&11"+ʮ!,4+ 220 21

�2/&+$�1%"�Ɯ+�+ &�)�6"�/Ǿ��+��)),4�+ "�,#�ʏǗǗǕǾǕǕǕ�țǗǕǖǙǿ�ʏǗǖǾǕǕǕȜ�4�0�*�!"�1,�-/,3&!"�#,/�),00�&+�1%"�3�)2"�,#�&+3"+1,/&"0�%")!�1%/,2$%�,�0,)"0 "+ "Ǿ�!�*�$"0Ǿ�"5-&/"!�0%")#�)&#"Ǿ��+!�2+0�)"��&)&16ǽ��%"�),00�4�0�/" ,$+&0"!�&+�-/,Ɯ1�,/�),00�2+!"/�1%"�)&+"�item of “Other expenses” (Note 8).

�%"�/,2-�%�0�02�'" 1"!�Ɯ+&0%"!�$,,!0��*,2+1&+$�1,�ʏ����țǗǕǖǙǿ�ʏǖǾǘǘǚǾǕǕǕȜ�1,���Ɲ,�1&+$� %�/$"��0�0" 2/&16�1,�0" 2/"�1%"�Group’s bank loans (Note 21).

20. Cash and short-term deposits

Group Company

2015$'000

2014$'000

2015$'000

2014$'000

Cash at banks and on hand ǗǾǜǘǛ ǘǾǖǜǘ ǛǚǛ ǗǚǗ

�%,/1ʮ1"/*�!"-,0&10 1 – 1 –

��0%��+!�0%,/1ʮ1"/*�!"-,0&10 ǗǾǜǘǜ ǘǾǖǜǘ Ǜǚǜ ǗǚǗ

��0%��1���+(0�"�/+0�&+1"/"01��1�Ɲ,�1&+$�/�1"0���0"!�,+�!�&)6���+(�!"-,0&1�/�1"0ǽ��%,/1Ȓ1"/*�!"-,0&10��/"�*�!"�#,/�-"/&,!�,#�1%/""�*,+1%0��+!�"�/+�&+1"/"010��1�1%"�0%,/1Ȓ1"/*�!"-,0&1�/�1"0ǽ��%"�4"&$%1"!��3"/�$"�"ƛ" 1&3"�&+1"/"01�/�1"��0��1�ǘǖ��" "*�"/�ǗǕǖǚ�#,/�1%"�/,2-�4�0��&)�țǗǕǖǙǿ��&)Ȝǽ

�%"�/,2-�%�0�02�'" 1"!� �0%��1���+(��+!�,+�%�+!��*,2+1&+$�1,�ʏ����țǗǕǖǙǿ�ʏǗǙǕǾǕǕǕȜ�1,��� %�/$"��0�0" 2/&16�1,�0" 2/"�1%"�Group’s bank loans (Note 21).

��0%��+!�0%,/1ʮ1"/*�!"-,0&10�!"+,*&+�1"!�&+�#,/"&$+� 2//"+ &"0��1�ǘǖ��" "*�"/��/"��0�#,)),40ǿ

Group Company

2015$'000

2014$'000

2015$'000

2014$'000

�+&1"!��1�1"0��,))�/ ǖǾǘǝǚ 186 418 22

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Polaris Ltd. Annual Report 2015

88

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

21. Loans and borrowings

Group Company

Maturity2015$'000

2014$'000

2015$'000

2014$'000

Current:Other borrowings ǗǕǖǚ – ǗǾǕǘǘ – –

Commercial properties loan

– First commercial properties loan 2016 ǖǚǙ ǖǚǖ ǖǚǙ ǖǚǖ

– Second commercial properties loan 2016 ǝǚ 92 ǝǚ 92

– Investment property loan 2016 29 ǘǕ 29 ǘǕ

������+(�),�+��1���+(ȉ0� ,01�,#� fund + 2% p.a. 2016 ǗǾǝǘǕ 4,961 – –

ǘǾǕǞǝ 7,267 268 Ǘǜǘ

�,+ʮ 2//"+1ǿCommercial properties loan

– First commercial properties loan ǗǕǖǜʮǗǕǘǖ ǘǾǖǙǘ ǘǾǗǝǛ ǘǾǖǙǘ ǘǾǗǝǛ

– Second commercial properties loan ǗǕǖǜʮǗǕǘǖ 1,862 1,944 1,862 1,944

– Investment property loan ǗǕǖǜʮǗǕǘǖ 622 Ǜǚǖ 622 Ǜǚǖ

ǚǾǛǗǜ ǚǾǝǝǖ ǚǾǛǗǜ ǚǾǝǝǖ

Total loans and borrowings ǝǾǜǗǚ ǖǘǾǖǙǝ ǚǾǝǞǚ ǛǾǖǚǙ

First commercial properties loan

�%"0"�),�+0��/"�0" 2/"!��6���Ɯ/01�*,/1$�$"�,3"/�1%"�/,2-ȉ0� ,**"/ &�)�-/,-"/1&"0��+!�&+3"01*"+1�-/,-"/1&"0�ț�,1"�ǖǗ��+!��,1"�ǖǘȜ��+!��/"�/"-�6��)"�&+�ǗǙǕ�&+01�)*"+10Ǿ��"�/�&+1"/"01��1�ǘǽǗǗʢ��"),4���+(ȉ0��,**"/ &�)�&+�+ &+$���1"�țȊ���ȋȜ�#,/�1%"�ǖ01�6"�/Ǿ�ǘǽǖǗʢ��"),4�����#,/�1%"�Ǘ+!�6"�/Ǿ��+!�ǗǽǝǗʢ��"),4�����#,/�1%"�ǘ/!�6"�/��+!�1%"/"�ƞ"/��1����ǽ��2//"+1)6Ǿ�����&0��1�ǚǽǖǕʢ�-ǽ�ǽ

Second commercial properties loan

�%"0"� ),�+0� �/"� 0" 2/"!� �6� �� Ɯ/01�*,/1$�$"� ,3"/� 1%"� /,2-ȉ0� ,**"/ &�)� -/,-"/1&"0� ț�,1"� ǖǗȜ� �+!� �/"� /"-�6��)"� &+� ǗǙǕ�&+01�)*"+10Ǿ��"�/�&+1"/"01��1�ǘǽǘǗʢ��"),4���+(ȉ0��,**"/ &�)�&+�+ &+$���1"�țȊ���ȋȜ�#,/�1%"�ǖ01�6"�/Ǿ�ǘǽǕǗʢ��"),4�����#,/�1%"�Ǘ+!�6"�/Ǿ��+!�ǖǽǝǚʢ��"),4�����#,/�1%"�ǘ/!�6"�/��+!�1%"/"�ƞ"/�Ǖǽǜǚʢ�,3"/����ǽ��2//"+1)6Ǿ�����&0��1�ǙǽǚǕʢ�-ǽ�ǽ

Investment property loan

�%&0�),�+�&0�0" 2/"!��6���Ɯ/01�*,/1$�$"�,3"/�1%"�/,2-Ȇ0�&+3"01*"+1�-/,-"/16�ț�,1"�ǖǘȜ��+!�&0�/"-�6��)"�&+�ǗǙǕ�&+01�)*"+10Ǿ��"�/�&+1"/"01��1�ǘǽǙǕʢ��"),4���+(Ȇ0��,**"/ &�)���/&��)"���1"�Ǘ�țȇ��ǗȇȜ�#,/�1%"�ǖ01�6"�/Ǿ�ǘǽǕǝʢ��"),4���Ǘ�#,/�1%"�Ǘ+!�6"�/Ǿ��+!�ǗǽǘǕʢ��"),4���Ǘ�#,/�1%"�ǘ/!�6"�/��+!�1%"/"�ƞ"/��1���Ǘǽ��2//"+1)6Ǿ���Ǘ�&0��1�ǙǽǛǝʢ�-ǽ�ǽ

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Polaris Ltd. Annual Report 2015

89

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

Ǘǖǽ� �,�+0��+!��,//,4&+$0�ț ,+1&+2"!Ȝ

Other borrowings

�%&0�/")�1"0�1,�2+0" 2/"!�),�+0�#/,*�+,+Ȓ ,+1/,))&+$�0%�/"%,)!"/0�1,�1%"��,*-�+6Ȇ0�02�0&!&�/&"0��+!��"�/�Ɯ5"!�&+1"/"01�/�1"��1�ǚǽǜǚʢ�-ǽ�ǽ��+�ǖǞ���/ %�ǗǕǖǚǾ�1%"�+,+Ȓ ,+1/,))&+$�0%�/"%,)!"/0�%�3"� ,+3"/1"!�1%"�,2101�+!&+$�),�+0�1,�0%�/"� �-&1�)�&+�1%"�Polaris KKC Holdings Pte. Ltd and CM Polaris Pte. Ltd respectively.

������+(�),�+��1���+(ȉ0� ,01�,#�#2+!�ʭ�Ǘʢ�-ǽ�ǽ

�%&0�),�+�&0�0" 2/"!��6��� %�/$"�,3"/� "/1�&+�Ɲ,�1&+$�&+3"+1,/&"0�ț�,1"�ǖǞȜ��+!� �0%��+!�0%,/1Ȓ1"/*�!"-,0&10�ț�,1"�ǗǕȜ��+!�repayable on 21 January 2016.

22. Trade and other payables

Group Company

2015$'000

2014$'000

2015$'000

2014$'000

Trade and other payables (current):Trade payables 1,600 4,964 ʮ ʮ

Other payables 4,770 ǘǾǜǗǘ ǚǛǛ 702

Amounts due to subsidiaries ʮ ʮ ʮ Ǚǚǖ

ǛǾǘǜǕ 8,687 ǚǛǛ ǖǾǖǚǘ

�1%"/�-�6��)"0�ț+,+ʮ 2//"+1ȜǿOther payables ʮ 66 ʮ ʮ

Amounts due to subsidiaries ʮ ʮ ǗǾǕǘǜ 2,200

ʮ 66 ǗǾǕǘǜ 2,200

Total trade and other payables (current and non-current) ǛǾǘǜǕ ǝǾǜǚǘ ǗǾǛǕǘ ǘǾǘǚǘ

�!!ǿ

Ȕ� �1%"/�)&��&)&1&"0�ț�,1"�ǗǘȜ 812 792 422 ǚǚǚ

– Loans and borrowings (Note 21) ǝǾǜǗǚ ǖǘǾǖǙǝ ǚǾǝǞǚ ǛǾǖǚǙ

�,1�)�Ɯ+�+ &�)�)&��&)&1&"0� �//&"!��1��*,/1&0"!� ,01 ǖǚǾǞǕǜ ǗǗǾǛǞǘ 8,920 10,062

�/�!"�-�6��)"0ȡ,1%"/�-�6��)"0�ț 2//"+1Ȝ

These amounts are non-interest bearing. Trade payables are normally settled on 60-day terms while other payables have an average term of six months.

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90

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǗǗǽ� �/�!"��+!�,1%"/�-�6��)"0�ț ,+1&+2"!Ȝ

�/�!"�-�6��)"0�!"+,*&+�1"!�&+�#,/"&$+� 2//"+ &"0��1�ǘǖ��" "*�"/��/"��0�#,)),4ǿ

Group Company

2015$'000

2014$'000

2015$'000

2014$'000

�+&1"!��1�1"0��,))�/ 16 ǖǾǝǜǚ ʮ ʮ

Amounts due to subsidiaries (current)

These amounts are unsecured, non-interest bearing and fully repaid during the year.

Amounts due to subsidiaries (non-current)

These amounts are unsecured, non-interest bearing and are to be settled in cash. The management does not expect to repay the amount within the next 12 months.

23. Other liabilities

Group Company

2015$'000

2014$'000

2015$'000

2014$'000

Accrued operating expenses 812 792 422 ǚǚǚ

24. Deferred tax

�"#"//"!�1�5��0��1�ǘǖ��" "*�"/�/")�1"0�1,�1%"�#,)),4&+$ǿ

Group Company

Consolidated balance sheetConsolidated income

statement Balance Sheet

2015 $’000

2014 $’000

2015 $’000

2014 $’000

2015 $’000

2014 $’000

Deferred tax liabilities:�+!&01/&�21"!�"�/+&+$0�,#�

an associate – ǙǘǙ țǙǘǙȜ ǙǘǙ – –

– ǙǘǙ – –

Deferred tax expense țǙǘǙȜ ǙǘǙ

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91

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǗǙǽ� �"#"//"!�1�5�ț ,+1&+2"!Ȝ

�+/" ,$+&0"!�1�5�),00"0

�1�1%"�"+!�,#�1%"�/"-,/1&+$�-"/&,!Ǿ�1%"�/,2-�%�0�1�5�),00"0�,#��--/,5&*�1")6�ʏǚǕǾǗǖǙǾǕǕǕ�țǗǕǖǙǿ�ʏǙǕǾǙǕǞǾǕǕǕȜ�1%�1��/"��3�&)��)"�#,/�,ƛ0"1��$�&+01�#212/"�1�5��)"�-/,Ɯ10�,#�1%"� ,*-�+&"0�&+�4%& %�1%"�),00"0��/,0"Ǿ�#,/�4%& %�+,�!"#"//"!�1�5��00"1�&0�/" ,$+&0"!�due to uncertainty of its recoverability. The unrecognised tax losses do not have an expiration date.

Relationship between tax credit and accounting loss

Group Company

2015$'000

2014$'000

2015$'000

2014$'000

�"#"//"!�1�5��00"10�+,1�/" ,$+&0"!��1�ǘǖ��" "*�"/�are as follows:

�+21&)&0"!�1�5�),00"0 ǝǾǚǘǛ 6,870 ǝǾǚǘǛ 6,870

�1%"/�1"*-,/�/6�!&ƛ"/"+ "0 – ǘ – ǘ

ǝǾǚǘǛ ǛǾǝǜǘ ǝǾǚǘǛ ǛǾǝǜǘ

�%"�/"�)&0�1&,+�,#�1%"0"�#212/"�&+ ,*"�1�5��"+"Ɯ10�4&))�,+)6��"�,�1�&+"!�&#�#212/"�1�5��)"�&+ ,*"0�,#�02ƛ& &"+1��*,2+10��/"�!"/&3"!�1,�"+��)"�1%"��"+"Ɯ1�,#�1%"�!"!2 1&,+�1,��"�/"�)&0"!��+!�&+� ,*-)&�+ "�4&1%�1%"� ,+!&1&,+0�#,/�!"!2 1&�&)&16�&*-,0"!�by the tax legislation.

25. Share capital and other reserves

a) Share capital

Group and Company

2015 2014

No. of shares‘000 $’000

No. of shares‘000 $’000

Issued and fully paid ordinary sharesAt 1 January ǖǜǾǕǚǘǾǖǜǕ 402,747 ǘǾǙǘǗǾǝǙǛ 89,769

Shares issued for acquisition of an associate (Note 16) ʮ ʮ ǖǘǾǛǗǕǾǘǗǙ ǘǖǘǾǗǛǝ

Shares issuance expense ʮ ʮ ʮ (290)

�1�ǘǖ��" "*�"/ ǖǜǾǕǚǘǾǖǜǕ 402,747 ǖǜǾǕǚǘǾǖǜǕ 402,747

The holders of ordinary shares are entitled to receive dividends as and when declared by the Company. All ordinary shares carry one vote per share without restrictions. The ordinary shares have no par value.

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Polaris Ltd. Annual Report 2015

92

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

Ǘǚǽ� �%�/"� �-&1�)��+!�,1%"/�/"0"/3"0�ț ,+1&+2"!Ȝ

b) Foreign currency translation reserve

�%"� #,/"&$+� 2//"+ 6� 1/�+0)�1&,+� /"0"/3"� /"-/"0"+10�"5 %�+$"�!&ƛ"/"+ "0��/&0&+$� #/,*�1%"� 1/�+0)�1&,+�,#� 1%"�Ɯ+�+ &�)�01�1"*"+10�,#�#,/"&$+�,-"/�1&,+0�4%,0"�#2+ 1&,+�)� 2//"+ &"0��/"�!&ƛ"/"+1�#/,*�1%�1�,#�1%"�/,2-ȉ0�-/"0"+1�1&,+� 2//"+ 6ǽ

Ȝ� �"Ɯ+"!�"*-),6""��"+"Ɯ10�/"0"/3"Ȁ� )�00&Ɯ"!��0�,1%"/�/"0"/3"0�&+���)�+ "�0%""1

�"Ɯ+"!� "*-),6""��"+"Ɯ10� /"0"/3"� �/&0"0� #/,*� 0%�/"�,#� �+� �00, &�1"ȉ0� ,1%"/� ,*-/"%"+0&3"� &+ ,*"Ǿ� ,*-/&0&+$�+"1�� 12�/&�)�$�&+0��+!�),00"0�,+�!"Ɯ+"!�"*-),6""��"+"Ɯ10�-)�+0Ǿ�+"1�,#�1�5ǽ

!Ȝ� �.2&16� ,*-,+"+1�,#�*�+!�1,/6� ,+3"/1&�)"��,+!0Ȁ� )�00&Ɯ"!��0�,1%"/�/"0"/3"0�&+���)�+ "�0%""1

Equity component of mandatory convertible bonds arise from share of an associate’s other comprehensive income, ,*-/&0&+$�,#�1%"�/"0&!2�)��*,2+1�,#�*�+!�1,/6� ,+3"/1&�)"��,+!0�țȊ���ȋȜ��ƞ"/�!"!2 1&+$�1%"�#�&/�3�)2"�,#�1%"�)&��&)&16�component, net of transaction cost and tax.

ǗǛǽ� �*-),6""��"+"Ɯ10

Group2015$'000

2014$'000

�*-),6""��"+"Ɯ10�"5-"+0"�ț&+ )2!&+$�!&/" 1,/0Ȝǿ

Salaries and bonuses ǘǾǛǜǞ ǘǾǝǗǕCentral Provident Fund contributions ǙǙǘ ǙǚǗ�1%"/�0%,/1ʮ1"/*��"+"Ɯ10 ǘǕǙ 272

4,426 ǙǾǚǙǙ

27. Related party transactions

a) Sale and purchase of goods and services

�+��!!&1&,+�1,�1%"�/")�1"!�-�/16�&+#,/*�1&,+�!&0 ),0"!�")0"4%"/"�&+�1%"�Ɯ+�+ &�)�01�1"*"+10Ǿ�1%"�#,)),4&+$�1/�+0� 1&,+0��"14""+�1%"�/,2-��+!�/")�1"!�-�/1&"0�1,,(�-)� "��1�1"/*0��$/""!��"14""+�1%"�-�/1&"0�!2/&+$�1%"�Ɯ+�+ &�)�6"�/ǽ��

Group2015$'000

2014$'000

Rental income from:– Companies related to a Director 46 48

– Associate ǘǜ ǘǜ

��)"0�,#�Ɯ+&0%"!�$,,!0�1,ǿ– Associate ǝǾǘǛǘ ǚǾǝǚǛ

Trade amount due from: - Associate ǚǾǖǝǛ ǚǾǝǚǛ

Impairment of trade amount due from: - Associate ǗǾǚǖǘ –

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Polaris Ltd. Annual Report 2015

Ǟǘ

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

Ǘǜǽ� �")�1"!�-�/16�1/�+0� 1&,+0�ț ,+1&+2"!Ȝ

b) Compensation of key management personnel

Group

2015$'000

2014$'000

�%,/1Ȓ1"/*�"*-),6""��"+"Ɯ10 ǖǾǖǖǘ 1,010

Central Provident Fund contributions 42 ǘǘ

�1%"/�0%,/1Ȓ1"/*��"+"Ɯ10 214 179

ǖǾǘǛǞ 1,222

�,*-/&0"��*,2+10�-�&!�1,ǿ

Directors of the Company Ǟǚǚ ǞǘǕ

Other key management personnel 414 292

ǖǾǘǛǞ 1,222

28. Commitments

a) Operating lease commitments – as lessee

Operating lease commitments represent rentals payable by the Group for its retail outlets. These leases have varying 1"/*0Ǿ�"0 �)�1&,+� )�20"0��+!�/"+"4�)�/&$%10ǽ��%"6��/"�+"$,1&�1"!�#,/��+��3"/�$"�1"/*�,#�14,�6"�/0��+!�/"+1�)0��/"�Ɯ5"!�for an average of two years.

�"+1�)�"5-"+0"0Ǿ�/" ,$+&0"!��0��+�"5-"+0"�&+�-/,Ɯ1�,/�),00�#,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ��*,2+1"!�1,�ʏǗǾǕǚǚǾǕǕǕ� țǗǕǖǙǿ� ʏǗǾǕǛǚǾǕǕǕȜǽ� �+ )2!"!� &+� /"+1�)� "5-"+0"0� &0� �+��*,2+1�,#� ʏǖǛǖǾǕǕǕ� țǗǕǖǙǿ� ʏǜǜǾǕǕǕȜ�-"/1�&+&+$� 1,� ,+1&+$"+1�/"+1�)�&+ 2//"!�!2/&+$�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚǽ

212/"�*&+&*2*�/"+1�)�-�6��)"�2+!"/�+,+ʮ �+ "))��)"�,-"/�1&+$�)"�0"0��1�1%"�"+!�,#�1%"�/"-,/1&+$�-"/&,!��/"��0�#,)),40ǿ

Group

2015$’000

2014$’000

Not later than one year ǖǾǖǗǘ 1,828

��1"/�1%�+�,+"�6"�/��21�+,1�)�1"/�1%�+�Ɯ3"�6"�/0 ǚǗǘ 1,090

1,646 2,918

b) Operating lease commitments – as lessor

The Group and the Company have entered into commercial lease on its investment property. This non-cancellable lease has remaining lease terms of between one to two years. The lease includes a clause to enable upward revision of the rental charge on an annual basis based on prevailing market conditions.

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N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

Ǘǝǽ� �,**&1*"+10�ț ,+1&+2"!Ȝ

b) Operating lease commitments – as lessor (continued)

Future minimum rental receivable under non-cancellable operating lease at the end of the reporting period is as follows:

Group

2015$’000

2014$’000

Not later than one year 76 100

��1"/�1%�+�,+"�6"�/��21�+,1�)�1"/�1%�+�Ɯ3"�6"�/0 ʮ ǚǚ

76 ǖǚǚ

29. Fair value of assets and liabilities

a) Fair value hierarchy

The Group categories fair value measurements using a fair value hierarchy that is dependent on the valuation inputs used as follows:

Ȕ� �"3")�ǖ� Ȕ� �2,1"!�-/& "0�ț2+�!'201"!Ȝ�&+�� 1&3"�*�/("1�#,/�&!"+1& �)��00"10�,/�)&��&)&1&"0�1%�1�1%"�/,2-� �+�access at the measurement date,

– Level 2 – Inputs other that quoted prices included within Level 1 that are observable for the asset or liability, either directly or indirectly, and

Ȕ� �"3")�ǘ� Ȕ� �+,�0"/3��)"�&+-210�#,/�1%"��00"1�,/�)&��&)&16ǽ

�&/�3�)2"�*"�02/"*"+10�1%�1�20"�&+-210�,#�!&ƛ"/"+1�%&"/�/ %6�)"3")0��/"� �1"$,/&0"!�&+�&10�"+1&/"16�&+�1%"�0�*"�)"3")�,#�1%"�#�&/�3�)2"�%&"/�/ %6��0�1%"�),4"01�)"3")�&+-21�1%�1�&0�0&$+&Ɯ �+1�1,�1%"�"+1&/"�*"�02/"*"+1ǽ

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Polaris Ltd. Annual Report 2015

Ǟǚ

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǗǞǽ� �&/�3�)2"�,#��00"10��+!�)&��&)&1&"0�ț ,+1&+2"!Ȝ

b) Assets and liabilities not carried at fair value but for which fair value is disclosed

�%"�#,)),4&+$�1��)"�0%,40��+��+�)60&0�,#�"� %� )�00�,#��00"10��+!�)&��&)&1&"0�+,1�*"�02/"!��1�#�&/�3�)2"��1�ǘǖ��" "*�"/�ǗǕǖǚ��21�#,/�4%& %�#�&/�3�)2"�&0�!&0 ),0"!ǿ

Group

2015$’000

Fair value measurements at the end of the reporting period using

Quoted prices in active

markets for identical

instruments

�&$+&Ɯ �+1�observable

inputs other than quoted

prices

�&$+&Ɯ �+1�unobservable

inputs

TotalCarrying Amount

(Level 1) (Level 2) (Level 3)

Assets:�+3"01*"+1�-/,-"/1&"0 – – ǗǾǜǘǛ ǗǾǜǘǛ ǗǾǚǕǖ

�+3"01*"+1�&+��00, &�1" 440,169 – – 440,169 –

Group

2014$’000

Fair value measurements at the end of the reporting period using

Quoted prices in active

markets for identical

instruments

�&$+&Ɯ �+1�observable

inputs other than quoted

prices

�&$+&Ɯ �+1�unobservable

inputs

TotalCarrying Amount

(Level 1) (Level 2) (Level 3)

Assets:�+3"01*"+1�-/,-"/1&"0 – – ǗǾǜǙǘ ǗǾǜǙǘ ǗǾǚǞǘ

�+3"01*"+1�&+��00, &�1"0 ǗǞǖǾǗǘǘ – – ǗǞǖǾǗǘǘ ǘǖǘǾǗǛǜ

Determination of fair value

�,**"/ &�)�&+3"01*"+1�-/,-"/1&"0

The valuation of commercial investment properties are based on comparable market transactions that consider sales of similar properties that have been transacted in the open market.

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96

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǗǞǽ� �&/�3�)2"�,#��00"10��+!�)&��&)&1&"0�ț ,+1&+2"!Ȝ

Ȝ� �&/�3�)2"�,#�Ɯ+�+ &�)�&+01/2*"+10��6� )�00"0�1%�1��/"�+,1� �//&"!��1�#�&/�3�)2"��+!�4%,0"� �//6&+$��*,2+10��/"�reasonable approximation of fair value

�/�!"��+!�,1%"/� 2//"+1�/" "&3��)"0�ț�,1"�ǖǝȜǾ� �0%��+!�0%,/1Ȓ1"/*�!"-,0&10�ț�,1"�ǗǕȜǾ�),�+0��+!��,//,4&+$0�ț�,1"�ǗǖȜ��+!�1/�!"��+!�,1%"/� 2//"+1�-�6��)"0�ț�,1"�ǗǗȜǽ

�%"� �//6&+$��*,2+10�,#�1%"0"�Ɯ+�+ &�)��00"10��+!�)&��&)&1&"0��/"�/"�0,+��)"��--/,5&*�1"�,#�#�&/�3�)2"�!2"�1,�1%"&/�0%,/1Ȓ1"/*�+�12/"�,/��/"�Ɲ,�1&+$�/�1"�&+01/2*"+10�1%�1��/"�/"Ȓ-/& "!�1,�*�/("1�&+1"/"01�/�1"0�,+�,/�+"�/�1%"�"+!�,#�1%"�/"-,/1&+$�period.

�"1�2-��"),4�&0��� ,*-�/&0,+��6� �1"$,/6�,#� �//6&+$��*,2+10�,#�1%"��,*-�+6ȉ0�Ɯ+�+ &�)�&+01/2*"+1�1%�1��/"� �//&"!�,21�&+�1%"�Ɯ+�+ &�)�01�1"*"+1ǿ

Group Company

2015 2014 2015 2014

$’000 $’000 $’000 $’000

Loans and receivables�/�!"�/" "&3��)"0 ǛǾǘǕǘ ǖǗǾǘǝǘ – –

�1%"/�/" "&3��)"0� ǚǾǚǛǙ 8,784 774 ǘǾǘǜǚ

��0%��+!� �0%�".2&3�)"+10 ǗǾǜǘǜ ǘǾǖǜǘ Ǜǚǜ ǗǚǗ

Liabilities at amortised cost�/�!"�-�6��)"0 (1,600) (4,964) – –

�1%"/�-�6��)"0� (4,770) țǘǾǜǗǘȜ țǚǛǛȜ țǖǾǖǚǘȜ

�,�+0��+!��,//,4&+$0 țǝǾǜǗǚȜ țǖǖǾǖǖǚȜ țǚǾǝǞǚȜ țǛǾǖǚǙȜ

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N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǗǞǽ� �&/�3�)2"�,#��00"10��+!�)&��&)&1&"0�ț ,+1&+2"!Ȝ

!Ȝ� �&/�3�)2"�,#�Ɯ+�+ &�)�&+01/2*"+10��6� )�00"0�1%�1��/"�+,1� �//&"!��1�#�&/�3�)2"��+!�4%,0"� �//6&+$��*,2+10��/"�+,1�reasonable approximation of fair value

�%"�#�&/�3�)2"�,#�Ɯ+�+ &�)��00"10��+!�)&��&)&1&"0��6� )�00"0�1%�1��/"�+,1� �//&"!��1�#�&/�3�)2"��+!�4%,0"� �//6&+$��*,2+10�are not reasonable approximation of fair value are as follows:

Group Company

Note 2015$’000

2014$’000

2015$’000

2014$’000

Carrying amount

Fair value

Carrying amount

Fair value

Carrying amount

Fair value

Carrying amount

Fair value

Financial assets:Investment security 17 – – 600 (1) – – – –

Refundable deposit (non-current) 18 ǚǝ ǚǜ ǚǖǛ ǚǖǗ – – – –

Amounts due from subsidiaries ț+,+ʮ 2//"+1Ȝ 18 – – – – ǚǾǜǖǘ (2) 6,020 (2)

Financial liabilities: �1%"/�-�6��)"�ț+,+ʮ 2//"+1Ȝ 22 – – (66) țǛǚȜ – – – –

Amounts due to subsidiaries ț+,+ʮ 2//"+1Ȝ 22 – – – – țǗǾǕǘǜȜ țǘȜ (2,200) țǘȜ

(1) Investment securities carried at cost

Fair value information has not been disclosed for the Group’s investment securities that are carried at cost because fair value cannot be measured reliably. These equity securities represent ordinary shares in a local e-commerce company that is not quoted on any market. The Group does not intend to dispose of this investment in the foreseeable future.

(2) Amount due from subsidiaries

�%"�#�&/�3�)2"�,#�1%"��*,2+1�!2"�#/,*�02�0&!&�/6� ,*-�+&"0�&0�+,1�!"1"/*&+��)"��0�1&*&+$�,#�1%"�#212/"� �0%�Ɲ,40�arising from these amounts cannot be estimated reliably.

țǘȜ� Amount due to subsidiaries

�%"�#�&/�3�)2"�,#�1%"��*,2+1�!2"�1,�02�0&!&�/6� ,*-�+&"0�&0�+,1�!"1"/*&+��)"��0�1&*&+$�,#�1%"�#212/"� �0%�Ɲ,40�arising from these amounts cannot be estimated reliably.

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Polaris Ltd. Annual Report 2015

98

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǘǕǽ� &+�+ &�)�/&0(�*�+�$"*"+1�,�'" 1&3"0��+!�-,)& &"0

�%"�/,2-��+!�1%"��,*-�+6�&0�"5-,0"!�1,�Ɯ+�+ &�)�/&0(0��/&0&+$�#/,*�&10�,-"/�1&,+0��+!�1%"�20"�,#�Ɯ+�+ &�)�&+01/2*"+10ǽ��%"�("6�Ɯ+�+ &�)�/&0(0�&+ )2!"� /"!&1�/&0(��+!�)&.2&!&16�/&0(ǽ��%"��,�/!�,#�!&/" 1,/0�/"3&"40��+!��$/""0�-,)& &"0��+!�-/, "!2/"0�#,/�1%"�*�+�$"*"+1�,#�1%"0"�/&0(0Ǿ�4%& %��/"�"5" 21"!��6�1%"��%&"#��5" 21&3"��ƛ& "/ǽ��%"��2!&1��,**&11""�-/,3&!"0�&+!"-"+!"+1�,3"/0&$%1�1,�1%"�"ƛ" 1&3"+"00�,#�1%"�/&0(�*�+�$"*"+1�-/, "00ǽ��1�&0Ǿ��+!�%�0��""+�1%/,2$%,21�1%"� 2//"+1��+!�-/"3&,20�Ɯ+�+ &�)�year, the Group’s policy that no derivatives shall be undertaken.

�%"�#,)),4&+$�0" 1&,+0�-/,3&!"�!"1�&)0�/"$�/!&+$�1%"�/,2-ȉ0��+!��,*-�+6ȉ0�"5-,02/"�1,�1%"���,3"Ȓ*"+1&,+"!�Ɯ+�+ &�)�/&0(0��+!�1%"�,�'" 1&3"0Ǿ�-,)& &"0��+!�-/, "00"0�#,/�1%"�*�+�$"*"+1�,#�1%"0"�/&0(0ǽ

�%"/"�%�0��""+�+,� %�+$"�1,�1%"�/,2-ȉ0�"5-,02/"�1,�1%"0"�Ɯ+�+ &�)�/&0(0�,/�1%"�*�++"/�&+�4%& %�&1�*�+�$"0��+!�*"�02/"0�the risks.

a) Credit risk

�/"!&1�/&0(�&0�1%"�/&0(�,#� ),00�1%�1�*�6��/&0"�,+�,2101�+!&+$�Ɯ+�+ &�)� &+01/2*"+10�0%,2)!��� ,2+1"/-�/16�!"#�2)1�,+�&10�obligations. The Group’s and the Company’s exposure to credit risk arises primarily from trade and other receivables. ,/�,1%"/�Ɯ+�+ &�)��00"10�ț&+ )2!&+$� �0%��+!�0%,/1Ȓ1"/*�!"-,0&10ȜǾ�1%"�/,2-��+!�1%"��,*-�+6�*&+&*&0"� /"!&1�/&0(��6�dealing exclusively with high credit rating counterparties.

�%"�/,2-ȉ0�,�'" 1&3"�&0�1,�0""(� ,+1&+2�)�/"3"+2"�$/,41%�4%&)"�*&+&*&0&+$�),00"0�&+ 2//"!�!2"�1,�&+ /"�0"!� /"!&1�/&0(�exposure. The Group trades only with recognised and creditworthy third parties. It is the Group’s policy that all customers 4%,�4&0%� 1,� 1/�!"�,+� /"!&1� 1"/*0��/"� 02�'" 1� 1,� /"!&1� 3"/&Ɯ �1&,+�-/, "!2/"0ǽ� � �+��!!&1&,+Ǿ� /" "&3��)"���)�+ "0��/"�*,+&1,/"!�,+�,+$,&+$���0&0�4&1%�1%"�/"02)1�1%�1�1%"�/,2-ȉ0�"5-,02/"�1,���!�!"�10�&0�+,1�0&$+&Ɯ �+1ǽ���0%�1"/*0Ǿ��!3�+ "�payments, and letters of credit or bank guarantees are required for customers of lower credit standing or new customers with whom the Group does not have any credit history or references.

Excessive risk concentration

Concentration arise when a number of counterparties are engaged in similar business activities, or activities in the same geographical region, or have economic features that would cause their ability to meet contractual obligations to be 0&*&)�/)6��ƛ" 1"!��6� %�+$"0�&+�" ,+,*& Ǿ�-,)&1& �)�,/�,1%"/� ,+!&1&,+0ǽ��,+ "+1/�1&,+0�&+!& �1"�1%"�/")�1&3"�0"+0&1&3&16�,#�1%"�$/,2-ȉ0�-"/#,/*�+ "�1,�!"3"),-*"+10��ƛ" 1&+$���-�/1& 2)�/�&+!201/6ǽ

�+�,/!"/�1,��3,&!�"5 "00&3"� ,+ "+1/�1&,+0�,#�/&0(Ǿ�1%"�$/,2-ȉ0�-,)& &"0��+!�-/, "!2/"0�&+ )2!"�0-" &Ɯ �$2&!")&+"0�1,�#, 20�,+�*�&+1�&+&+$���!&3"/0&Ɯ"!�-,/1#,)&,ǽ��!"+1&Ɯ"!� ,+ "+1/�1&,+0�,#� /"!&1�/&0(0��/"� ,+1/,))"!��+!�*�+�$"!�� ,/!&+$)6ǽ�

Exposure to credit risk

At the end of the reporting period, the Group’s and the Company’s maximum exposure to credit risk is represented by:

Ȓ� �%"� �//6&+$��*,2+1�,#�"� %� )�00�,#�Ɯ+�+ &�)��00"10�/" ,$+&0"!�&+�1%"���)�+ "�0%""1

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Polaris Ltd. Annual Report 2015

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N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǘǕǽ� &+�+ &�)�/&0(�*�+�$"*"+1�,�'" 1&3"0��+!�-,)& &"0�ț ,+1&+2"!Ȝ

a) Credit risk (continued)

�/"!&1�/&0(� ,+ "+1/�1&,+�-/,Ɯ)"

�%"�/,2-�!"1"/*&+"0� ,+ "+1/�1&,+0�,#� /"!&1�/&0(��6�*,+&1,/&+$�1%"� ,2+1/6��+!� &+!201/6�0" 1,/�-/,Ɯ)"�,#� &10� 1/�!"�/" "&3��)"0�,+��+�,+$,&+$���0&0ǽ��%"� /"!&1�/&0(� ,+ "+1/�1&,+�-/,Ɯ)"�,#�1%"�/,2-ȉ0�1/�!"�/" "&3��)"0��1�1%"�"+!�,#�1%"�reporting period is as follows:

Group

2015 2014

$’000 % of total $’000 % of total

By country:Indonesia – – ǚǾǝǚǛ 47%

Singapore ǘǾǜǕǙ ǚǞʢ 4,670 ǘǝʢ

Hong Kong 2,461 ǘǞʢ ǖǾǕǜǘ 9%

China – – 477 4%

Others ǖǘǝ 2% ǘǕǜ 2%

ǛǾǘǕǘ 100% ǖǗǾǘǝǘ 100%

By industry sector:Distribution 2,676 42% ǝǾǘǝǞ 68%

Retail Consumer Electronics 228 4% 688 6%

Retail Telecommunication ǘǾǘǞǞ ǚǙʢ ǘǾǘǕǛ 26%

ǛǾǘǕǘ 100% ǖǗǾǘǝǘ 100%

Financial assets that are neither past due nor impaired

Trade and other receivables that are neither past due nor impaired are with creditworthy debtors with good payment record with the Group. Cash and short-term deposits that are neither past due nor impaired are placed with or entered &+1,�4&1%�/"-21��)"�Ɯ+�+ &�)�&+01&121&,+0�,/� ,*-�+&"0�4&1%�%&$%� /"!&1�/�1&+$0��+!�+,�%&01,/6�,#�!"#�2)1ǽ

Financial assets that are either past due or impaired

�+#,/*�1&,+� /"$�/!&+$�Ɯ+�+ &�)� �00"10� 1%�1� �/"� "&1%"/� -�01� !2"�,/� &*-�&/"!� &0� !&0 ),0"!� &+��,1"� ǖǝ� ț�/�!"� �+!�,1%"/�receivables).

b) Liquidity risk

�&.2&!&16�/&0(�&0�1%"�/&0(�1%�1�1%"�/,2-��+!�1%"��,*-�+6�4&))�"+ ,2+1"/�!&ƛ& 2)16�&+�*""1&+$�Ɯ+�+ &�)�,�)&$�1&,+0�!2"�to shortage of funds. The Group’s and the Company’s exposure to liquidity risk arises primarily from mismatches of the *�12/&1&"0�,#�Ɯ+�+ &�)��00"10��+!�)&��&)&1&"0ǽ��%"�/,2-ȉ0��+!�1%"��,*-�+6ȉ0�,�'" 1&3"�&0�1,�*�&+1�&+�����)�+ "��"14""+� ,+1&+2&16�,#�#2+!&+$��+!�Ɲ"5&�&)&16�1%/,2$%�1%"�20"�,#�01�+!Ȓ�6� /"!&1�#� &)&1&"0ǽ

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Polaris Ltd. Annual Report 2015

100

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǘǕǽ� &+�+ &�)�/&0(�*�+�$"*"+1�,�'" 1&3"0��+!�-,)& &"0�ț ,+1&+2"!Ȝ

b) Liquidity risk (continued)

�,�*�+�$"�)&.2&!&16�/&0(Ǿ�1%"�/,2-�*,+&1,/0�&10�+"1�,-"/�1&+$� �0%�Ɲ,4Ǿ�*�&+1�&+0���)"3")�,#� �0%��+!� �0%�".2&3�)"+10��+!� 0" 2/"!� ,**&11"!� #2+!&+$� #� &)&1&"0� #/,*� Ɯ+�+ &�)� &+01&121&,+0ǽ� �+� �00"00&+$� 1%"� �!".2� 6� ,#� 1%"0"� #� &)&1&"0Ǿ�1%"�/,2-� /"3&"40�4,/(&+$� �-&1�)� �+!� �-&1�)� "5-"+!&12/"� /".2&/"*"+10� ,+1&+2�))6� 0,� �0� 1,�*&1&$�1"� 1%"� "ƛ" 10� ,#�Ɲ2 12�1&,+0�&+�1%"� �0%�Ɲ,40ǽ���%"+���-,1"+1&�)�0%,/1#�))�&+� �0%�&0��+1& &-�1"!Ǿ�1%"�/,2-�4&))�Ɯ+�+ "�1%"�0%,/1#�))��6�4�6�,#��,//,4&+$0Ǿ�0%�/"�-)� "*"+10��+!ȡ,/�&002"�,#� ,+3"/1&�)"�0" 2/&1&"0�&+���1&*")6�*�++"/ǽ��%"�/,2-�-)� "0�&10�02/-)20�funds with reputable banks.

The Group will continue to review, formulate and implement a liquidity risk management policy and to maintain 02ƛ& &"+1� )&.2&!� Ɯ+�+ &�)� �00"10� �+!� 01�+!Ȓ�6� /"!&1� #� &)&1&"0�4&1%� 1%/""�!&ƛ"/"+1� ��+(0ǽ� �1� 1%"� "+!�,#� 1%"� /"-,/1&+$�-"/&,!Ǿ��--/,5&*�1")6�ǘǛʢ�țǗǕǖǙǿ�ǚǚʢȜ�,#�1%"�/,2-ȉ0�),�+0��+!��,//,4&+$0�ț�,1"�ǗǖȜ�4&))�*�12/"�&+�)"00�1%�+�,+"�6"�/���0"!�,+�1%"� �//6&+$��*,2+1�/"Ɲ" 1"!�&+�1%"�Ɯ+�+ &�)�01�1"*"+10Ǿ�"5 )2!&+$�!&0 ,+1&+2"!�,-"/�1&,+ǽ

�+�)60&0�,#�Ɯ+�+ &�)�&+01/2*"+10��6�/"*�&+&+$� ,+1/� 12�)�*�12/&1&"0

�%"�1��)"��"),4�02**�/&0"0�1%"�*�12/&16�-/,Ɯ)"�,#�1%"�/,2-ȉ0��+!�1%"��,*-�+6ȉ0�Ɯ+�+ &�)��00"10��+!�)&��&)&1&"0��1�1%"�end of the reporting period based on contractual undiscounted repayment obligations.

2015$’000

2014$’000

One year or less

One to Ɯ3"�6"�/0

OverƜ3"

years TotalOne year

or lessOne to

Ɯ3"�6"�/0

OverƜ3"

years Total

GroupFinancial assets:Trade and other receivables (1) 11,046 ǚǝ – 11,104 19,096 ǙǾǕǘǗ – ǗǘǾǖǗǝ

Cash and short-term deposits ǗǾǜǘǜ – – ǗǾǜǘǜ ǘǾǖǜǘ – – ǘǾǖǜǘ

Total undiscounted Ɯ+�+ &�)��00"10 ǖǘǾǜǝǘ ǚǝ – ǖǘǾǝǙǖ 22,269 ǙǾǕǘǗ – ǗǛǾǘǕǖ

Financial liabilities:Trade and other payables ǛǾǘǜǕ – – ǛǾǘǜǕ 8,687 66 – ǝǾǜǚǘ

Other liabilities 812 – – 812 792 – – 792

Loans and borrowings ǘǾǗǚǛ 2,404 ǚǾǝǘǙ 11,494 7,406 2,449 6,407 16,262

Total undiscounted Ɯ+�+ &�)�)&��&)&1&"0 ǖǕǾǙǘǝ 2,404 ǚǾǝǘǙ 18,676 ǖǛǾǝǝǚ ǗǾǚǖǚ 6,407 ǗǚǾǝǕǜ

Total net undiscounted Ɯ+�+ &�)��00"10ȡ(liabilities) ǘǾǘǙǚ țǗǾǘǙǛȜ țǚǾǝǘǙȜ țǙǾǝǘǚȜ ǚǾǘǝǙ ǖǾǚǖǜ (6,407) 494

(1) �*,2+1�"5 )2!"0��!3�+ "0�1,�02--)&"/0��+!�0�)"0�1�5�/" "&3��)"0

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Polaris Ltd. Annual Report 2015

101

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ǘǕǽ� &+�+ &�)�/&0(�*�+�$"*"+1�,�'" 1&3"0��+!�-,)& &"0�ț� ,+1&+2"!Ȝ

(b) Liquidity risk (continued)

�+�)60&0�,#�Ɯ+�+ &�)�&+01/2*"+10��6�/"*�&+&+$� ,+1/� 12�)�*�12/&1&"0�ț ,+1&+2"!Ȝ

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2014$'000

One year or less

One 1,�Ɯ3"�years

OverƜ3"

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or less

One toƜ3"

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OverƜ3"

years Total

CompanyFinancial assets:Trade and other receivables (1) ǖǘǕ ǚǾǜǖǘ – ǚǾǝǙǘ ǗǾǝǚǗ 6,020 – 8,872

Cash and short-term deposits Ǜǚǜ – – Ǜǚǜ ǗǚǗ – – ǗǚǗ

Total undiscounted Ɯ+�+ &�)��00"10 787 ǚǾǜǖǘ – ǛǾǚǕǕ ǘǾǖǕǙ 6,020 – 9,124

Financial liabilities:Trade and other Payables ǚǛǛ ǗǾǕǘǜ – ǗǾǛǕǘ ǖǾǖǚǘ 2,200 – ǘǾǘǚǘ

Other liabilities 422 – – 422 ǚǚǚ – – ǚǚǚ

Loans and borrowings 416 2,404 ǚǾǝǘǙ ǝǾǛǚǙ ǘǞǜ 2,449 6,407 ǞǾǗǚǘ

Total undiscounted Ɯ+�+ &�)�)&��&)&1&"0 1404 4,441 ǚǾǝǘǙ 11,679 ǗǾǖǕǚ 4,649 6,407 ǖǘǾǖǛǖ

Total net undiscounted Ɯ+�+ &�)�ț)&��&)&1&"0Ȝ�ȡassets (617) 1,272 țǚǾǝǘǙȜ țǚǾǖǜǞȜ 999 ǖǾǘǜǖ (6,407) țǙǾǕǘǜȜ

(1) �*,2+1�"5 )2!"0��!3�+ "0�1,�02--)&"/0��+!�0�)"0�1�5�/" "&3��)"0

c) Interest rate risk

�+1"/"01�/�1"�/&0(�&0�1%"�/&0(�1%�1�1%"�#�&/�3�)2"�,/�#212/"� �0%�Ɲ,40�,#�1%"�/,2-ȉ0��+!�1%"��,*-�+6ȉ0�Ɯ+�+ &�)�&+01/2*"+10�4&))�Ɲ2 12�1"��" �20"�,#� %�+$"0�&+�*�/("1�&+1"/"01�/�1"0ǽ��%"�/,2-ȉ0��+!�1%"��,*-�+6ȉ0�"5-,02/"�1,�&+1"/"01�/�1"�/&0(�arises primarily from their loans and borrowings.

�0�1%"�/,2-ȉ0� ),�+0��+!��,//,4&+$0��/"�-/"0"+1)6�,+�Ɲ,�1&+$�/�1"Ǿ� 1%"�/,2-�4&))� ,+1&+2"�1,�/"3&"4Ǿ� #,/*2)�1"��+!�&*-)"*"+1�-,)& &"0�1,�*�+�$"�&+1"/"01� ,01�#,/�+"4�),�+0��+!��,//,4&+$0�20&+$���*&5�,#�Ɯ5"!��+!�Ɲ,�1&+$�/�1"�!"�10ǽ

Sensitivity analysis for interest rate risk

At the end of the reporting period, if the Bank Commercial Financing rate, Bank Commercial Variable rates and Bank’s ,01�,#�#2+!0�%�!��""+�ǖǕ�țǗǕǖǙǿ�ǖǕȜ���0&0�-,&+10�),4"/ȡ%&$%"/�4&1%��))�,1%"/�3�/&��)"0�%")!� ,+01�+1Ǿ�1%"��,*-�+6ȉ0�-/,Ɯ1��"#,/"�1�5�4,2)!�%�3"��""+�ʏǞǾǕǕǕ�țǗǕǖǙǿ�ʏǛǾǕǕǕȜ�%&$%"/ȡ),4"/Ǿ��/&0&+$��0���/"02)1�,#�),4"/ȡ%&$%"/�&+1"/"01�"5-"+0"0�,+�Ɲ,�1&+$�/�1"�),�+0��+!��,//,4&+$0ǽ�

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Polaris Ltd. Annual Report 2015

102

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǘǕǽ� &+�+ &�)�/&0(�*�+�$"*"+1�,�'" 1&3"0��+!�-,)& &"0�ț ,+1&+2"!Ȝ

d) Foreign currency risk

The Group has transactional currency exposures arising from sales or purchases that are denominated in a currency other than the respective functional currencies of Group entities, primarily SGD. The foreign currencies in which these 1/�+0� 1&,+0��/"�!"+,*&+�1"!��/"�*�&+)6��+&1"!��1�1"0��,))�/0� ț���Ȝǽ��--/,5&*�1")6�Ǘǘʢ�țǗǕǖǙǿ�ǗǘʢȜ�,#�1%"�/,2-ȉ0�0�)"0��+!�Ǘǚʢ�țǗǕǖǙǿ�ǗǚʢȜ�,#�/,2-ȉ0� ,010��/"�!"+,*&+�1"!�&+����ǽ��%"�/,2-ȉ0�1/�!"�/" "&3��)"��+!�1/�!"�-�6��)"�balances at the end of the reporting period have similar exposures.

The Group and the Company also hold cash and short-term deposits denominated in foreign currencies for working �-&1�)�-2/-,0"0ǽ��1�1%"�"+!�,#�1%"�/"-,/1&+$�-"/&,!Ǿ�02 %�#,/"&$+� 2//"+ 6���)�+ "0��/"�*�&+)6�&+����ǽ�

Sensitivity analysis for foreign currency risk

�%"� #,)),4&+$� 1��)"� !"*,+01/�1"0� 1%"� 0"+0&1&3&16� ,#� 1%"�/,2-ȉ0� -/,Ɯ1� �"#,/"� 1�5� 1,� �� /"�0,+��)6� -,00&�)"� %�+$"� &+�1%"�����"5 %�+$"�/�1"0��$�&+01�1%"�/"0-" 1&3"�#2+ 1&,+�)� 2//"+ &"0�,#�1%"�/,2-�"+1&1&"0Ǿ�4&1%��))�,1%"/�3�/&��)"0�%")!�constant.

Group

2015$’000

2014$’000

�/,Ɯ1��"#,/"�1�5 �/,Ɯ1��"#,/"�1�5

���ȡ��� Ȕ��01/"+$1%"+"!�Ǚʢ�țǗǕǖǙǿ�ǙʢȜ ʮǘǘ –189

– weakened 4% (2014: 4%) ʭǘǘ +189

31. Capital management

Capital includes debt and equity items as disclosed in the table below.

�%"�-/&*�/6�,�'" 1&3"�,#� 1%"�/,2-ȉ0� �-&1�)�*�+�$"*"+1� &0� 1,�"+02/"� 1%�1� &1�*�&+1�&+0��� 01/,+$� /"!&1� /�1&+$��+!�%"�)1%6�capital ratios in order to support its business and maximise shareholder value.

�%"�/,2-�*�+�$"0�&10� �-&1�)�01/2 12/"��+!�*�("��!'201*"+10�1,�&1Ǿ�&+�)&$%1�,#� %�+$"0�&+�" ,+,*& � ,+!&1&,+0ǽ��,� %�+$"0�4"/"�*�!"�&+�1%"�,�'" 1&3"0Ǿ�-,)& &"0�,/�-/, "00"0�!2/&+$�1%"�6"�/0�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ��+!�ǘǖ��" "*�"/�ǗǕǖǙǽ

The Group monitors capital using a gearing ratio, which is net debt divided by total capital plus net debt. The Group will continue 1,�/"3&"4Ǿ�#,/*2)�1"��+!�&*-)"*"+1�-,)& &"0�1,�(""-�$"�/&+$�/�1&,��"),4�ǚǚʢǽ��%"�/,2-�&+ )2!"0�4&1%&+�+"1�!"�1Ǿ�),�+0��+!�borrowings, trade and other payables less cash and short-term deposits.

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Polaris Ltd. Annual Report 2015

ǖǕǘ

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ǘǖǽ� ��-&1�)�*�+�$"*"+1�ț ,+1&+2"!Ȝ

Group

2015$'000

2014$'000

Loans and borrowings (Note 21) ǝǾǜǗǚ ǖǘǾǖǙǝ

Trade and other payables (Note 22) ǛǾǘǜǕ ǝǾǜǚǘ

�"00ǿ - Cash and short-term deposits (Note 20) țǗǾǜǘǜȜ țǘǾǖǜǘȜ

�"1�!"�1 ǖǗǾǘǚǝ 18,728

Equity attributable to the owners of the Company ǖǗǾǘǖǗ ǘǘǝǾǗǘǜ

Capital and net debt 24,670 ǘǚǛǾǞǛǚ

Gearing ratio ǚǕʢ ǚʢ

32. Segment information

For management purposes, the Group is organised into business units based on their products and services, and has four reportable operating segments as follows:

I. The distribution segment engages in the distribution of mobile communication devices and accessories for leading brands.

II. The retail telecommunication segment engages in the retail sale of mobile communication devices and accessories and provision of broadband and other related telecommunication services in Singapore. It operates a network of strategically located retail stores island-wide. This retail telecommunication segment is further segregated into with franchise ț ,*-/&0&+$��&+$�")Ȝ��+!�01�+!�),+"�ț ,*-/&0&+$��ǖȜǽ��+�ǘǖ� �+2�/6�ǗǕǖǚǾ��ǖ��20&+"00�0"$*"+1�4�0�!&0-,0"!�,#ǽ

III. The retail consumer electronics segment engages in the retail sale of IT and related products in Singapore.

IV. The corporate segment is involved in Group-level corporate services, treasury functions and investment in associates and *�/("1��)"�0" 2/&1&"0ǽ��1��)0,�&+3,)3"0�&+�01/�1"$& �&+3"01*"+1��+!�',&+1�3"+12/"�,--,/12+&1&"0�&+�"*"/$&+$��,21%���01��0&��*�/("10�1,�06+"/$&0"��+!� ,*-)"*"+1�1%"�/,2-ȉ0�"5&01&+$�,ƛ"/&+$0ǽ

Except as indicated above, no operating segments have been aggregated to form the above reportable operating segments.

Management monitors the operating results of its business units separately for the purpose of making decisions about resource �)), �1&,+��+!�-"/#,/*�+ "��00"00*"+1ǽ��"$*"+1�-"/#,/*�+ "�&0�"3�)2�1"!���0"!�,+�,-"/�1&+$�-/,Ɯ1�,/�),00�4%& %�&+� "/1�&+�/"0-" 10Ǿ��0�"5-)�&+"!�&+�1%"�1��)"��"),4Ǿ�&0�*"�02/"!�!&ƛ"/"+1)6�#/,*�,-"/�1&+$�-/,Ɯ1�,/�),00�&+�1%"� ,+0,)&!�1"!�Ɯ+�+ &�)�01�1"*"+10ǽ�/,2-�Ɯ+�+ &+$�ț&+ )2!&+$�Ɯ+�+ "� ,010Ȝ��+!�&+ ,*"�1�5"0��/"�*�+�$"!�,+���$/,2-���0&0��+!��/"�+,1��)), �1"!�to operating segments.

Transfer prices between operating segments are on an arm length’s length basis in a manner similar to transactions with third parties.

Page 106: contents...2015/12/31  · Accounting for PT Trikomsel Oke Tbk, the Group recorded a net loss of $328.075 million for the year, a large portion of which was due to the provision of

Polaris Ltd. Annual Report 2015

104

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111

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ent a

sset

sǙǾǚǛ

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ǝǚ9,

407

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,100

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496

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269

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Polaris Ltd. Annual Report 2015

ǖǕǚ

N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǘǗǽ� �"$*"+1�&+#,/*�1&,+�ț ,+1&+2"!Ȝ

�,1"0���12/"�,#��!'201*"+10��+!�")&*&+�1&,+0�1,��//&3"��1��*,2+10�/"-,/1"!�&+�1%"� ,+0,)&!�1"!�Ɯ+�+ &�)�01�1"*"+10

A Inter-segment revenues are eliminated on consolidation.

�� �1%"/�+,+Ȓ �0%�"5-"+0"0� ,+0&01�,#�+"1�#,/"&$+�"5 %�+$"�$�&+ȡț),00ȜǾ�&+3"+1,/&"0�4/&11"+Ȓ!,4+Ǿ�+"1�),00�,+�!&0-,0�)�,#�property, plant and equipment and impairment of investment in subsidiary as presented in the respective notes to the Ɯ+�+ &�)�01�1"*"+10ǽ

�� �%"�#,)),4&+$�&1"*0��/"�ț!"!2 1"!�#/,*Ȝȡ�!!"!�1,�0"$*"+1�-/,Ɯ1�ȡ�ț),00Ȝ�1,��//&3"��1�-/,Ɯ1��"#,/"�1�5�#/,*� ,+1&+2&+$�operations” presented in the consolidated income statement:

2015$'000

2014$'000

Finance costs (900) țǚǝǜȜ

Impairment of investment in an associate țǘǕǕǾǞǞǕȜ

Share of results of associates (16,742) ǙǾǘǙǖ

�/,Ɯ1�#/,*�&+1"/Ȓ0"$*"+1�0�)"0� – 107

�+�)), �1"!� ,/-,/�1"�"5-"+0"0 – (61)

țǘǖǝǾǛǘǗȜ ǘǾǝǕǕ

D Additions to non-current assets consist of additions to property, plant and equipment and intangible assets.

E The following items are deducted from segment assets to arrive at total assets reported in the consolidated balance sheet:

2015$'000

2014$'000

Investment in associates 470 ǘǖǝǾǙǛǜ

Investment securities – 600

Investment securities held for sale 600 –

1,070 ǘǖǞǾǕǛǜ

F The following items are deducted from segment liabilities to arrive at total liabilities reported in the consolidated balance sheet:

2015$'000

2014$'000

Deferred tax liabilities – ǙǘǙ

Income tax payable 116 79

Loans and borrowings ǝǾǜǗǚ ǖǘǾǖǙǝ

8,841 ǖǘǾǛǛǖ

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N o t e s t o t h e F i n a n c i a l S t a t e m e n t s,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

ǘǗǽ� �"$*"+1�&+#,/*�1&,+�ț ,+1&+2"!Ȝ

Geographical information

Revenue and non-current assets information based on the geographical location of customers and assets respectively are as follows:

�"3"+2"0 �,+Ȓ 2//"+1��00"10

2015$’000

2014$’000

2015$’000

2014$’000

Singapore ǖǖǜǾǚǝǝ 119,161 9,280 12,167

Indonesia ǜǾǚǗǗ ǝǾǚǗǘ – ǘǖǝǾǗǘǘ

Hong Kong 29,262 2,406 – –

Myanmar ǖǘǖ ǘǛǝ – ǘǾǚǖǛ

Europe ǖǞǘ – – –

Dubai – ǖǾǕǖǚ – –

Others ǖǾǙǚǗ ǖǾǛǗǘ 470 ǗǘǙ

ǖǚǛǾǖǙǝ ǖǘǘǾǕǞǛ ǞǾǜǚǕ ǘǘǙǾǖǚǕ

Non-current assets information presented above consist of property, plant and equipment, investment property, investment in associates and securities, intangible assets and other receivables as presented in the consolidated balance sheet.

�+#,/*�1&,+���,21�*�',/� 201,*"/0

�"3"+2"0� #/,*� ǘ�*�',/� 201,*"/0� ț,+"� ,#� 1%"�*�',/� 201,*"/� &0� �+� �00, &�1"!� ,*-�+6Ȝ� �*,2+1� 1,� ʏǙǚǾǕǙǙǾǕǕǕ� țǗǕǖǙǿ�ʏǗǛǾǝǕǘǾǕǕǕȜ��/&0&+$�#/,*�0�)"0��6�1%"�!&01/&�21&,+�0"$*"+1ǽ

ǘǘǽ� �21%,/&0�1&,+�,#�Ɯ+�+ &�)�01�1"*"+10�#,/�&002"

�%"�Ɯ+�+ &�)�01�1"*"+10�#,/�1%"�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ�4"/"��21%,/&0"!�#,/�&002"�&+�� ,/!�+ "�4&1%���/"0,)21&,+�,#�1%"�directors on 1 April 2016.

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�002"!��+!�#2))6�-�&!Ȓ2-� �-&1�)� � ǿ� ʏǙǕǜǾǚǖǞǾǚǕǗ�,ǽ�,#�0%�/"0�&002"!� � � ǿ� ǖǜǾǕǚǘǾǖǛǞǾǝǖǝ��/!&+�/6�0%�/"0Class of shares : Ordinary shares Voting rights : One vote per share

The Company has no treasury shares as at 17 March 2016.

DISTRIBUTION OF SHAREHOLDINGS

Range of Shareholdings No. of Shareholders % No. of Shares %

1 - 99 ǘǖǘ 2.87 4,181 0.00

100 – 1,000 ǛǾǞǚǝ Ǜǘǽǝǝ ǗǾǗǖǘǾǘǘǘ 0.01

1,001 - 10,000 899 ǝǽǗǚ ǘǾǗǚǚǾǖǙǝ 0.02

10,001 - 1,000,000 ǗǾǚǙǗ ǗǘǽǘǙ ǙǚǙǾǙǝǞǾǗǗǗ 2.67

1,000,001 and above 181 1.66 ǖǛǾǚǞǘǾǗǕǜǾǞǘǙ ǞǜǽǘǕ

Total ǖǕǾǝǞǘ 100.00 ǖǜǾǕǚǘǾǖǛǞǾǝǖǝ 100.00

TWENTY LARGEST SHAREHOLDERS

No. Name of Shareholder No. of Shares %

1 ��ƛ)"0��,*&+""0�ț�1"Ȝ��1! ǞǾǘǚǖǾǘǖǜǾǚǝǘ ǚǙǽǝǙ

2 DBSN Services Pte Ltd 6,172,686,769 ǘǛǽǗǕ

ǘ Ong Kok Wah 70,000,000 0.41

4 Liu Kevin Yi Feng 60,000,000 Ǖǽǘǚ

ǚ ������6��&�+��1"��1! ǚǞǾǙǚǝǾǚǕǕ Ǖǽǘǚ

6 OCBC Securities Private Ltd ǚǚǾǖǘǘǾǞǖǕ ǕǽǘǗ

7 CIMB Securities (Singapore) Pte Ltd ǚǙǾǞǙǞǾǝǖǚ ǕǽǘǗ

8 Low Woon Ming ǚǖǾǕǕǕǾǕǕǕ ǕǽǘǕ

9 Lee Jessie ǙǖǾǘǕǝǾǖǜǕ 0.24

10 Citibank Nominees Singapore Pte Ltd ǘǗǾǝǖǝǾǚǕǕ 0.19

11 DBS Nominees Pte Ltd ǘǕǾǚǚǛǾǗǘǖ 0.18

12 Ang Chin San ǗǝǾǙǘǖǾǕǕǕ 0.17

ǖǘ �+&1"!��3"/0"�0���+(��,*&+""0��1"��1! 27,682,990 0.16

14 Phillip Securities Pte Ltd ǗǗǾǝǜǝǾǗǛǘ 0.14

ǖǚ DB Nominees (S) Pte Ltd ǗǗǾǚǖǛǾǕǞǘ Ǖǽǖǘ

16 Zeng Hang Cheng ǗǕǾǝǛǝǾǚǕǕ 0.12

17 Bank of Singapore Nominees Pte Ltd ǖǝǾǝǙǚǾǚǕǕ 0.11

18 Teo Ngee Hua ǖǛǾǕǕǕǾǙǙǘ 0.09

19 Lim Woei Ming Michael ǖǚǾǕǕǕǾǕǕǕ 0.09

20 OCBC Nominees Singapore Pte Ltd ǖǙǾǚǖǞǾǕǖǕ 0.09

Total 16,165,971,277 94.80

S t a t i s t i c s o f S h a r e h o l d i n g sAs at 17 March 2016

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108

SUBSTANTIAL SHAREHOLDERS

Substantial Shareholders of the Company (as recorded in the Register of Substantial Shareholders) as at 17 March 2016.

Name of Substantial Shareholder

Direct Interest Deemed Interest Total Interest

No. of Shares % No. of Shares % No. of Shares %Sugiono Wiyono Sugialam ǘǗǛǾǕǕǘǾǛǚǗ 1.91 (1)ǖǕǾǙǛǞǾǖǝǞǾǘǜǙ ǛǖǽǘǞ ǖǕǾǜǞǚǾǖǞǘǾǕǗǛ Ǜǘǽǘ

Tres Maria Capital Ltd (2)ǘǾǝǛǜǾǖǙǕǾǕǖǚ 22.68 țǘȜ�ǙǾǕǛǚǾǜǝǛǾǝǘǜ ǗǘǽǝǙ ǜǾǞǘǗǾǞǗǛǾǝǚǗ ǙǛǽǚǗ

PT SL Trio ǗǾǚǘǛǾǗǛǗǾǚǗǗ 14.87 – – ǗǾǚǘǛǾǗǛǗǾǚǗǗ 14.87(4) Standard Chartered

Private Equity Limited ǙǾǙǕǛǾǝǚǕǾǗǘǘ ǗǚǽǝǙ țǘȜ�ǙǾǕǛǚǾǜǝǛǾǝǘǜ ǗǘǽǝǙ ǝǾǙǜǗǾǛǘǜǾǕǜǕ 49.68țǚȜ Standard Chartered Asia

Limited – – ǝǾǙǜǗǾǛǘǜǾǕǜǕ 49.68 ǝǾǙǜǗǾǛǘǜǾǕǜǕ 49.68(6) Standard Chartered MB

Holdings B.V. – – ǝǾǙǜǗǾǛǘǜǾǕǜǕ 49.68 ǝǾǙǜǗǾǛǘǜǾǕǜǕ 49.68(7) Standard Chartered

Holdings (International) B.V. – – ǝǾǙǜǗǾǛǘǜǾǕǜǕ 49.68 ǝǾǙǜǗǾǛǘǜǾǕǜǕ 49.68

(8) SCMB Overseas Limited – – ǝǾǙǜǗǾǛǘǜǾǕǜǕ 49.68 ǝǾǙǜǗǾǛǘǜǾǕǜǕ 49.68(9) Standard Chartered Bank – – ǝǾǙǜǗǾǛǘǜǾǕǜǕ 49.68 ǝǾǙǜǗǾǛǘǜǾǕǜǕ 49.68(10) Standard Chartered

Holdings Limited – – ǝǾǙǜǗǾǛǘǜǾǕǜǕ 49.68 ǝǾǙǜǗǾǛǘǜǾǕǜǕ 49.68(10) Standard Chartered PLC – – ǝǾǙǜǗǾǛǘǜǾǕǜǕ 49.68 ǝǾǙǜǗǾǛǘǜǾǕǜǕ 49.68

Notes:

(1) This represents Mr. Sugiono Wiyono Sugialam’s deemed interest of :-

ț�Ȝ� ǜǾǞǘǗǾǞǗǛǾǝǚǗ�0%�/"0�%")!��6��/"0���/&����-&1�)��1!ǽ��6�3&/12"�,#�%&0�ǖǕǕʢ�0%�/"%,)!&+$0�&+��/"0���/&����-&1�)��1!Ȁ��+!�ǽț�Ȝ� ǗǾǚǘǛǾǗǛǗǾǚǗǗ�0%�/"0�%")!��6��������/&,��6�3&/12"�,#�%&0�*�',/&16�0%�/"%,)!&+$0�&+��������/&,ǽ

(2) � �%&0�/"-/"0"+10��/"0���/&����-&1�)��1!ȉ0�!&/" 1�&+1"/"01�,#�ǘǾǝǛǜǾǖǙǕǾǕǖǚ�0%�/"0�%")!�&+�1%"�+�*"�,#�1%"�#,)),4&+$ǿȒ

ț�Ȝ� ǚǚǛǾǜǖǞǾǙǗǕ�0%�/"0��/"�/"$&01"/"!�&+�1%"�+�*"�,#���ƛ)"0��,*&+""0��1"ǽ��1!ǽ�ț�Ȝ� ǖǾǕǗǚǾǕǕǕǾǕǕǕ�0%�/"0��/"�/"$&01"/"!�&+�1%"�+�*"�,#�������"/3& "��1"ǽ��1!ǽ�ț Ȝ� ǗǾǗǝǚǾǙǗǕǾǚǞǚ�0%�/"0��/"�/"$&01"/"!�&+�1%"�+�*"�,#�������6��&�+��,*&+""0��1"ǽ��1!ǽ

țǘȜ On 6 August 2014, Tres Maria Capital Ltd and Standard Chartered Private Equity Limited entered into a security agreement over shares (“the Deed”), whereby, inter alia, Tres Maria Capital Ltd has agreed to charge in favour of Standard Chartered Private �.2&16��&*&1"!��6�4�6�,#�Ɯ/01�*,/1$�$"Ǿ�ǙǾǗǘǛǾǘǖǝǾǚǘǚ�0%�/"0�&+�1%"� �-&1�)�,#��,)�/&0��1!ǽ�

�+�ǖǚ�� 1,�"/�ǗǕǖǙǾ�-2/02�+1�1,�1%"�-/,3&0&,+0�,#�1%"��""!Ǿ���+,1& "�,#�1%"�*,/1$�$"��+!��00&$+*"+1�%�0��""+�&002"!��6�1%"�relevant parties for the purposes of creating the charge over the shares.

�+�Ǘǜ���6�ǗǕǖǚǾ��/"0���/&����-&1�)��1!��+!��1�+!�/!��%�/1"/"!��/&3�1"��.2&16��&*&1"!�"+1"/"!�&+1,����""!�,#���/1&�)��")"�0"Ǿ�pursuant to which, inter alia, Standard Chartered Private Equity Limited agreed to release its security over, and reassign, ǖǜǕǾǚǘǖǾǛǞǝ� �%�/"0� țȊ�")"�0"!� �%�/"0ȋȜǾ� �+!� �/"0� ��/&�� ��-&1�)� �1!� �$/""!� 1,� 1/�+0#"/� 1%"� �")"�0"!� �%�/"0� 1,� �1�+!�/!�Chartered Private Equity Limited immediately following the release and reassignment.

S t a t i s t i c s o f S h a r e h o l d i n g sAs at 17 March 2016

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109

(4) Standard Chartered Private Equity Limited is a wholly owned subsidiary of Standard Chartered Asia Limited.

țǚȜ Standard Chartered Asia Limited is a 99.9% owned subsidiary of Standard Chartered MB Holdings B.V.

(6) Standard Chartered MB Holdings B.V. is a wholly owned subsidiary of Standard Chartered Holdings (International) B.V.

(7) Standard Chartered Holdings (International) B.V. is a wholly owned subsidiary of SCMB Overseas Limited.

(8) SCMB Overseas Limited is a wholly owned subsidiary of Standard Chartered Bank.

(9) Standard Chartered Bank is a wholly owned subsidiary of Standard Chartered Holdings Limited.

(10) Standard Chartered Holdings Limited is a wholly owned subsidiary of Standard Chartered PLC.

FREE FLOAT

As at 17 March 2016, approximately 10.41% of the issued ordinary shares of the Company was held in the hands of the public (on the basis of information available to the Company).

� ,/!&+$)6Ǿ�1%"��,*-�+6�%�0� ,*-)&"!�4&1%��2)"�ǜǗǘ�,#��" 1&,+���,#�1%"���Ȓ����&01&+$���+2�)�ț�2)"0�,#���1�)&01Ȝ�1%�1��+�&002"/�*201�ensure that at least 10% of the total number of issued shares (excluding preference shares, convertible equity securities and treasury shares) in a class that is listed is at all times held by the public.

S t a t i s t i c s o f S h a r e h o l d i n g sAs at 17 March 2016

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110

NOTICE IS HEREBY GIVEN THAT 1%"��++2�)�"+"/�)��""1&+$�,#��,)�/&0��1!ǽ�4&))��"�%")!��1���ƛ)"0��,4+��)2�Ǿ��2+"�/+���))/,,*�ǘǾ��"3")�ǖǾ�ǖ��)6*,21%��3"+2"��&+$�-,/"�ǗǞǜǜǚǘǾ�,+�1%"�ǗǞ1%�!�6�,#��-/&)�ǗǕǖǛ��1�ǗǽǕǕ�-ǽ*ǽ�#,/�1%"�#,)),4&+$�-2/-,0"0ǿȒ AS ORDINARY BUSINESS

ǖǽ� �,� /" "&3"� �+!� �!,-1� 1%"� �2!&1"!� &+�+ &�)� �1�1"*"+10� #,/� 1%"� Ɯ+�+ &�)� 6"�/� "+!"!� ǘǖ� �" "*�"/� ǗǕǖǚ� 1,$"1%"/�4&1%� 1%"�Directors’ Statement and Auditors’ Report thereon. Resolution 1

2. To note the voluntary retirement of Mr. Tan Chung Yaw, Richard, who is retiring pursuant to Article 86 of the Company’s Articles ,#��00, &�1&,+�4&))�+,1��"�,ƛ"/&+$�%&*0")#�#,/�/"Ȓ")" 1&,+ǽ�

[See Explanatory Note] ǘǽ� �,�/"Ȓ")" 1��0ǽ� 2)&�+�� 2)&�+1&���*2!/,�4%,�&0�/"1&/&+$�-2/02�+1�1,��/1& )"�ǝǛ�,#�1%"��,*-�+6ȉ0��/1& )"0�,#��00, &�1&,+ǽ� [See Explanatory Note] Resolution 2

4. To note that Ernst & Young LLP has expressed that they will not seek re-appointment as auditors of the Company and to appoint �,,/"��1"-%"+0������0��2!&1,/0�,#�1%"��,*-�+6�&+�-)� "�,#��/+01�ǔ��,2+$�����1,�%,)!�1%"�,ƛ& "�2+1&)�1%"� ,+ )20&,+�,#�1%"�Company’s next annual general meeting at a remuneration to be agreed between the Directors and Moore Stephens LLP.

[See Appendix A] Resolution 3 ǚǽ� �,�1/�+0� 1��+6�,1%"/�,/!&+�/6��20&+"00�4%& %�*�6��"�-/,-"/)6�1/�+0� 1"!��1��+��++2�)�"+"/�)��""1&+$ǽ

AS SPECIAL BUSINESS

Ǜǽ� �,��--/,3"��&/" 1,/0ȉ�#""0�,#��ʏǖǖǕǾǕǕǕ�#,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ�țǗǕǖǙǿ��ʏǖǖǕǾǕǕǕȜǽ Resolution 4

�,� ,+0&!"/��+!�&#�1%,2$%1�Ɯ1Ǿ�1,�-�00�1%"�#,)),4&+$�/"0,)21&,+��0��/!&+�/6��"0,)21&,+Ǿ�4&1%�,/�4&1%,21��+6�*,!&Ɯ �1&,+ǿ

7. Authority to allot and issue shares

�����-2/02�+1�1,��" 1&,+�ǖǛǖ�,#�1%"��,*-�+&"0�� 1Ǿ��%�-1"/�ǚǕ��+!��2)"�ǝǕǛ�,#��" 1&,+���,#�1%"���Ȓ����&01&+$���+2�)�ț�2)"0�of Catalist), authority be and is hereby given to the Directors of the Company to:

(a) (i) issue shares in the capital of the Company (“SharesȋȜ�4%"1%"/��6�4�6�,#�/&$%10Ǿ��,+20�,/�,1%"/4&0"Ȁ��+!ȡ,/�

ț&&Ȝ�� *�("�,/�$/�+1�,ƛ"/0Ǿ��$/""*"+10�,/�,-1&,+0�ț ,))" 1&3")6Ǿ�ȊInstruments”) that might or would require Shares to be &002"!Ǿ�&+ )2!&+$��21�+,1�)&*&1"!�1,�1%"� /"�1&,+��+!�&002"�,#�ț�0�4"))��0��!'201*"+10�1,Ȝ�4�//�+10Ǿ�!"�"+12/"0�,/�other instruments convertible into Shares,

at any time and upon such terms and conditions and for such purposes and to such persons as the Directors may in their ��0,)21"�!&0 /"1&,+�!""*�Ɯ1Ȁ

(b) (notwithstanding that the authority conferred by this Ordinary Resolution may have ceased to be in force) issue Shares in pursuance of any Instrument made or granted by the Directors while this Ordinary Resolution was in force,

N o t i c e o f A n n u a l G e n e r a l M e e t i n g

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provided that:

(i) the aggregate number of Shares to be issued pursuant to this Ordinary Resolution (including Shares to be issued in pursuance of Instruments made or granted pursuant to this Ordinary Resolution) does not exceed 100% of the total number of issued shares in the capital of the Company excluding treasury shares (as calculated in accordance with subparagraph (ii) below), of which the aggregate number of Shares to be issued other than on a pro rata basis to shareholders of the Company (including Shares to be issued in pursuance of Instruments made or granted -2/02�+1�1,�1%&0��/!&+�/6��"0,)21&,+Ȝ�!,"0�+,1�"5 ""!�ǚǕʢ�,#�1%"�1,1�)�+2*�"/�,#�&002"!�0%�/"0�&+�1%"� �-&1�)�,#�1%"�Company excluding treasury shares (as calculated in accordance with sub-paragraph (ii) below);

(ii) for the purpose of determining the aggregate number of Shares that may be issued under sub-paragraph (i) above, the percentage of issued share capital shall be based on the total number of issued shares in the capital of the �,*-�+6�"5 )2!&+$�1/"�02/6�0%�/"0��1�1%"�1&*"�,#�-�00&+$�,#�1%&0��/!&+�/6��"0,)21&,+Ǿ��ƞ"/��!'201&+$�#,/ǿ

(1) new Shares arising from the conversion or exercise of any convertible securities;

(2) new Shares arising from exercise of share options or vesting of share awards outstanding or subsisting at the time which are outstanding or subsisting at the time of passing of this Ordinary Resolution, provided the options or awards were granted in compliance with Part VIII of Chapter 8 of Section B of the SGX-ST Listing Manual (Rules of Catalist); and

țǘȜ�� �+6�02�0".2"+1��,+20�&002"Ǿ� ,+0,)&!�1&,+�,/�02�!&3&0&,+�,#��%�/"0Ȁ

(iii) in exercising the authority conferred by this Ordinary Resolution, the Company shall comply with the provisions of Section B of the SGX-ST Listing Manual (Rules of Catalist) for the time being in force (unless such compliance has been waived by the Singapore Exchange Securities Trading Limited (“SGX-ST”) or the Sponsor) and the Articles of Association for the time being of the Company; and

(iv) unless revoked or varied by the Company in general meeting, the authority conferred by this Ordinary Resolution shall continue in force until the conclusion of the next Annual General Meeting of the Company or the date by which the next Annual General Meeting of the Company is required by law to be held, whichever is the earlier; and

(c) the Directors be and are hereby authorised to do any and all acts which they deem necessary and expedient in connection with paragraphs (a) and (b) above. Resolution 5

8. The Proposed Adoption of the Polaris Performance Share Plan

That:

(a) a new scheme to be known as the “Polaris Performance Share Plan”, the details and rules whereof are set out in the Circular, under which awards (the “Awards”) of fully-paid Shares, their equivalent cash value or combinations thereof will be granted, free of payment, to selected employees of the Company and its subsidiaries (the “Group”), including Directors of the Company, Controlling Shareholders of the Company (the “Controlling Shareholders”) and their associates who are eligible to participate, and other selected participants, particulars of which are set out in the Company’s Appendix to this Notice to its shareholders dated 14 April 2016, be and is hereby approved and adopted;

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112

(b) the Directors of the Company be and are hereby authorised:

(i) to establish and administer the Polaris Performance Share Plan;

ț&&Ȝ� 1,�*,!&#6��+!ȡ,/��*"+!�1%"��,)�/&0��"/#,/*�+ "��%�/"��)�+�#/,*�1&*"�1,�1&*"�-/,3&!"!�1%�1�02 %�*,!&Ɯ �1&,+��+!ȡ,/��*"+!*"+1� &0�"ƛ" 1"!� &+�� ,/!�+ "�4&1%�1%"�-/,3&0&,+0�,#� 1%"��,)�/&0��"/#,/*�+ "��%�/"��)�+��+!�1,�do all such acts and to enter into all such transactions, arrangements and agreements as may be necessary or "5-"!&"+1�&+�,/!"/�1,�$&3"�#2))�"ƛ" 1�1,�1%"��,)�/&0��"/#,/*�+ "��%�/"��)�+Ȁ��+!

ț&&&Ȝ� 02�'" 1�1,�1%"�0�*"��"&+$��)),4"!��6�)�4Ǿ�1,��--)6��+6��%�/"0�-2/ %�0"!�2+!"/��+6�0%�/"�-2/ %�0"�*�+!�1"�,/�Shares held in treasury by the Company, towards the satisfaction of Awards granted under the Polaris Performance Share Plan; and

ț Ȝ� 1%"��&/" 1,/0�,#�1%"��,*-�+6��"��+!��/"�%"/"�6��21%,/&0"!�1,�,ƛ"/��+!�$/�+1��4�/!0�&+�� ,/!�+ "�4&1%�1%"�-/,3&0&,+0�of the Polaris Performance Share Plan and to allot and issue from time to time such number of fully-paid new Shares as may be required to be allotted and issued pursuant to the vesting of the Awards under the Polaris Performance Share Plan provided always that the aggregate number of Shares which may be issued or transferred pursuant to Awards $/�+1"!�2+!"/�1%"��,)�/&0��"/#,/*�+ "��%�/"��)�+Ǿ�4%"+��!!"!�1,�ț&Ȝ�1%"�+2*�"/�,#��%�/"0�&002"!��+!�&002��)"��+!ȡ,/�1/�+0#"//"!��+!�1/�+0#"/��)"�&+�/"0-" 1�,#��))��4�/!0�$/�+1"!�1%"/"2+!"/Ȁ��+!�ț&&Ȝ��))��%�/"0�&002"!��+!�&002��)"��+!ȡ,/�transferred and transferable in respect of all options granted or awards granted under any other share incentive schemes ,/�0%�/"�-)�+0��!,-1"!��6�1%"��,*-�+6��+!�#,/�1%"�1&*"��"&+$�&+�#,/ "�0%�))�+,1�"5 ""!�ǖǚʢ�,#�1%"�1,1�)�&002"!�0%�/"�capital (excluding treasury shares) of the Company on the day preceding the relevant date of Award, and provided also 1%�1�02�'" 1�1,�02 %��!'201*"+10��0�*�6��"�*�!"�1,�1%"��,)�/&0��"/#,/*�+ "��%�/"��)�+��0���/"02)1�,#��+6�3�/&�1&,+�&+�1%"�capital structure of the Company.

[See Appendix B]

Resolution 6

BY ORDER OF THE BOARD

ANG CHUAN HUI, PETER Executive Director & CEO

14 April 2016Singapore

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Polaris Ltd. Annual Report 2015

ǖǖǘ

Explanatory NoteItems 2, 3, 4 and 8

In relation to Item 2, Mr. Tan Chung Yaw, Richard has given notice to the Company that he is not seeking re-election as Director of the Company and will upon retirement as a Director at the conclusion of the Annual General Meeting, ceases as the Non-Executive Chairman, Chairman of the Audit and Remuneration Committees and member of the Nominating Committee.

�+�/")�1&,+�1,��1"*�ǘǾ��0ǽ� 2)&�+�� 2)&�+1&���*2!/,Ǿ�&#�/"Ȓ")" 1"!Ǿ�4&))�/"*�&+��0�1%"��5" 21&3"��&/" 1,/�,#�1%"��,*-�+6ǽ

There are no relationships (including immediate family relationships) between Ms. Juliana Julianti Samudro and the other Directors, the Company or the 10% shareholder of the Company.

In relation to Items 4 and 8, details of the proposed Change of Auditors and the Proposed Adoption of the Polaris Performance Share Plan are set out in respectively in the Appendix A and Appendix B to this Notice of AGM to be circulated to Shareholders.

Statement Pursuant to Article 57(3) of the Company’s Articles of Association

�%"�"ƛ" 1�,#�1%"�/"0,)21&,+0�2+!"/�1%"�%"�!&+$�Ȋ�-" &�)��20&+"00ȋ�&+�1%&0��,1& "�,#�1%"��++2�)�"+"/�)��""1&+$��/"ǿȒ

ț&Ȝ� �%"��/!&+�/6��"0,)21&,+�Ǚ�-/,-,0"!�&+�&1"*�Ǜ���,3"�&0�1,��--/,3"�1%"�-�6*"+1�,#��&/" 1,/0ȉ�#""0�#,/�1%"�Ɯ+�+ &�)�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚǽ

ț&&Ȝ� �%"��/!&+�/6��"0,)21&,+�ǚ�-/,-,0"!�&+�&1"*�ǜ���,3"�&0�1,��)),4�1%"��&/" 1,/0�,#�1%"��,*-�+6�#/,*�1%"�!�1"�,#�1%�1�*""1&+$�2+1&)�the next Annual General Meeting to issue further shares in the Company. The maximum number of shares which the Directors may issue under this resolution shall not exceed the quantum set out in the resolution.

(iii) The Ordinary Resolution 6 proposed in item 8 above is to empower the Directors of the Company to allot and issue shares in accordance with the Polaris Performance Share Plan.

Notes:

i. A proxy need not be a member of the Company.

&&ǽ� �5 "-1� #,/���*"*�"/�4%,� &0����")"3�+1� �+1"/*"!&�/6��0�!"Ɯ+"!�2+!"/��" 1&,+�ǖǝǖțǛȜ�,#� 1%"��,*-�+&"0�� 1Ǿ��%�-1"/�ǚǕ�,#�Singapore (the “Companies Act”), a member entitled to attend and vote at this meeting is entitled to appoint not more than two proxies to attend and vote in his stead.

&&&ǽ� �%"/"���*"*�"/��--,&+10�*,/"�1%�+�,+"�-/,56Ǿ�%"ȡ0%"�0%,2)!�0-" &#6�1%"�-/,-,/1&,+�,#�%&0ȡ%"/�0%�/"%,)!&+$�ț"5-/"00"!��0���-"/ "+1�$"�,#�1%"�4%,)"Ȝ�1,��"�/"-/"0"+1"!��6�"� %�-/,56ǽ��#�+,�-"/ "+1�$"�&0�0-" &Ɯ"!Ǿ�1%"�Ɯ/01�+�*"!�-/,56�0%�))��"�1/"�1"!��0�/"-/"0"+1&+$�ǖǕǕ�-"/� "+1�,#�1%"�0%�/"%,)!&+$��+!�1%"�0" ,+!�+�*"!�-/,56�0%�))��"�!""*"!�1,��"��+��)1"/+�1"�1,�1%"�Ɯ/01�named.

iv. A member who is a Relevant Intermediary is entitled to appoint more than two proxies to attend and vote at this meeting, but "� %�-/,56�*201��"��--,&+1"!�1,�"5"/ &0"�1%"�/&$%10��11� %"!�1,���!&ƛ"/"+1�0%�/"0�%")!��6�02 %�*"*�"/ǽ��%"/"�02 %�*"*�"/�appoints more than two proxies, the number and class of shares in relation to which each proxy has been appointed shall be 0-" &Ɯ"!�&+�1%"�-/,56�#,/*ǽ

3ǽ� �#�1%"��--,&+1,/�&0��� ,/-,/�1&,+Ǿ�1%"�-/,56�*201��"�"5" 21"!�2+!"/�0"�)�,/�1%"�%�+!�,#�&10�!2)6��21%,/&0"!�,ƛ& "/�,/��11,/+"6ǽ

vi. A Depositor’s name must appear on the Depository Register maintained by The Central Depository (Pte) Limited as at 72 hours before the time appointed for holding the Annual General Meeting in order for the Depositor to be entitled to attend and vote at the Annual General Meeting.

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3&&ǽ� �%"�&+01/2*"+1��--,&+1&+$���-/,56�*201��"�!"-,0&1"!��1�1%"�/"$&01"/"!�,ƛ& "�,#�1%"��,*-�+6��1�ǝǖ���&��3"+2"�ǙǾ�ȱǕǘȒǖǖ���ǽ��+"Ǿ��&+$�-,/"�ǙǕǝǝǘǕ�+,1�)"00�1%�+�#,/16Ȓ"&$%1�țǙǝȜ�%,2/0��"#,/"�1%"�1&*"�#,/�%,)!&+$�1%"��++2�)�"+"/�)��""1&+$ǽ

Personal data privacy:

�6�02�*&11&+$���-/,56�#,/*��--,&+1&+$���-/,56ț&"0Ȝ��+!ȡ,/�/"-/"0"+1�1&3"ț0Ȝ�1,��11"+!Ǿ�0-"�(��+!�3,1"��1�1%"��++2�)�"+"/�)��""1&+$�țȊ��ȋȜ��+!ȡ,/��+6��!',2/+*"+1� 1%"/",#Ǿ��� 0%�/"%,)!"/�,#� 1%"��,*-�+6� ț&Ȝ� ,+0"+10� 1,� 1%"� ,))" 1&,+Ǿ�20"��+!�!&0 ),02/"�,#� 1%"�shareholder’s personal data by the Company (or its agents) for the purpose of the processing and administration by the Company ț,/� &10� �$"+10Ȝ� ,#� -/,5&"0� �+!� /"-/"0"+1�1&3"0� �--,&+1"!� #,/� 1%"� ��� ț&+ )2!&+$� �+6� �!',2/+*"+1� 1%"/",#Ȝ� �+!� 1%"� -/"-�/�1&,+��+!� ,*-&)�1&,+�,#� 1%"��11"+!�+ "� )&010Ǿ�*&+21"0� �+!�,1%"/�!, 2*"+10� /")�1&+$� 1,� 1%"���� ț&+ )2!&+$��+6��!',2/+*"+1� 1%"/",#�ȜǾ� �+!� &+� ,/!"/� #,/� 1%"� �,*-�+6� ț,/� &10� �$"+10Ȝ� 1,� ,*-)6�4&1%� �+6� �--)& ��)"� )�40Ǿ� )&01&+$� /2)"0Ǿ� /"$2)�1&,+0� �+!ȡ,/� $2&!")&+"0�(collectively, the “Purposes”), (ii) warrants that where the shareholder discloses the personal data of the shareholder’s proxy(ies) �+!ȡ,/�/"-/"0"+1�1&3"ț0Ȝ�1,�1%"��,*-�+6�ț,/�&10��$"+10ȜǾ�1%"�0%�/"%,)!"/�%�0�,�1�&+"!�1%"�-/&,/� ,+0"+1�,#�02 %�-/,56ț&"0Ȝ��+!ȡ,/�/"-/"0"+1�1&3"ț0Ȝ�#,/�1%"� ,))" 1&,+Ǿ�20"��+!�!&0 ),02/"��6�1%"��,*-�+6�ț,/�&10��$"+10Ȝ�,#�1%"�-"/0,+�)�!�1��,#�02 %�-/,56ț&"0Ȝ��+!ȡor representative(s) for the Purposes, and (iii) agrees that the shareholder will indemnify the Company in respect of any penalties, liabilities, claims, demands, losses and damages as a result of the shareholder’s breach of warranty.

�%&0�+,1& "�%�0��""+�-/"-�/"!��6�1%"��,*-�+6��+!�&10� ,+1"+10�%�3"��""+�/"3&"4"!��6�1%"��,*-�+6ȉ0��-,+0,/Ǿ��1�*#,/!��,/-,/�1"��"/3& "0��1"��1!Ǿ� #,/� ,*-)&�+ "�4&1%� 1%"� /")"3�+1� /2)"0�,#� 1%"��5 %�+$"ǽ��%"��,*-�+6ȉ0��-,+0,/�%�0�+,1� &+!"-"+!"+1)6�3"/&Ɯ"!�1%"� ,+1"+10�,#�1%&0�+,1& "ǽ��%&0�+,1& "�%�0�+,1��""+�"5�*&+"!�,/��--/,3"!��6�1%"��5 %�+$"��+!�1%"��5 %�+$"��002*"0�+,�/"0-,+0&�&)&16�#,/�1%"� ,+1"+10�,#�1%&0�+,1& "�&+ )2!&+$�1%"� ,//" 1+"00�,#��+6�,#�1%"�01�1"*"+10�,/�,-&+&,+0�*�!"�,/�/"-,/10� ,+1�&+"!�&+�1%&0�+,1& "ǽ

�%"� ,+1� 1�-"/0,+�#,/�1%"��-,+0,/�&0��/���-���&��&+$�")ǿ�ǛǘǝǞ�ǘǕǕǕ�*�&)ǿ�4�&*&+$ǽ6�-ȯ*,/$�+)"4&0ǽ ,*

N o t i c e o f A n n u a l G e n e r a l M e e t i n g

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PROXY FORMț�)"�0"�0""�+,1"0�,3"/)"�#��"#,/"� ,*-)"1&+$�1%&0�,/*Ȝ

Polaris Ltd.�,*-�+6��"$&01/�1&,+��,ǽ�ǖǞǝǙǕǙǘǙǖ�(Incorporated in the Republic of Singapore)

�ȡWe ț��*"Ȝ�����ȡ��00-,/1��,ǽ�

of ț�!!/"00Ȝ

�"&+$���*"*�"/ȡ*"*�"/0�,#�1%"���,3"Ȓ*"+1&,+"!��,*-�+6Ǿ�%"/"�6��--,&+1ǿȒ

Name NRIC/Passport No. Proportion of Shareholdings

No. of Shares %Address

�+!ȡ,/�ț!")"1"��0��--/,-/&�1"Ȝ

Name NRIC/Passport No. Proportion of Shareholdings

No. of Shares %Address

,/� #�&)&+$�%&*ȡ%"/ȡ1%"*Ǿ�1%"��%�&/*�+�,#�1%"��""1&+$��0�*6ȡ,2/�-/,56ȡ-/,5&"0�1,��11"+!��+!�1,�3,1"� #,/�*"ȡ20�,+�*6ȡ,2/��"%�)#��1�1%"��++2�)�"+"/�)��""1&+$�ț1%"�Ȋ�""1&+$ȋȜ�,#�1%"��,*-�+6�1,��"�%")!��1���ƛ)"0��,4+��)2�Ǿ��2+"�/+���))/,,*�ǘǾ��"3")�ǖǾ�ǖ��)6*,21%��3"+2"��&+$�-,/"�ǗǞǜǜǚǘ�,+�1%"�ǗǞ1%�!�6�,#��-/&)�ǗǕǖǛ��1�ǗǽǕǕ�-ǽ*ǽ��+!��1��+6��!',2/+*"+1�1%"/",#ǽ���ȡ�"�!&/" 1�*6ȡ,2/�-/,56ȡ-/,5&"0�1,�3,1"�#,/�,/��$�&+01�1%"��"0,)21&,+0�1,��"�-/,-,0"!��1�1%"��""1&+$��0�&+!& �1"!�%"/"2+!"/ǽ���#�+,�0-" &Ɯ �!&/" 1&,+��0�1,�3,1&+$�&0�$&3"+�,/�&+�1%"�"3"+1�,#��+6�,1%"/�*�11"/��/&0&+$��1�1%"��""1&+$��+!��1��+6��!',2/+*"+1�1%"/",#Ǿ�1%"�-/,56ȡ-/,5&"0�4&))�3,1"�,/���01�&+�#/,*�3,1&+$��1�%&0ȡ%"/�!&0 /"1&,+ǽ���%"��21%,/&16�%"/"&+�&+ )2!"0�1%"�/&$%1�1,�!"*�+!�,/�1,�',&+�&+�!"*�+!&+$���-,))��+!�1,�3,1"�,+���-,))ǽ

ț�)"�0"�&+!& �1"�6,2/�3,1"�Ȋ,/ȋ�,/�Ȋ�$�&+01ȋ�4&1%���1& (�ȝ˂Ȟ�4&1%&+�1%"��,5�-/,3&!"!Ȝ

No. Resolutions relating to: For Against

1.Ordinary Business Audited Financial Statements, Directors’ Statement and Auditors’ Report for the year "+!"!�ǘǖ��" "*�"/�ǗǕǖǚ

2.Re-election of Ms. Juliana Julianti Samudro as a Director pursuant to Article 86 of the Company’s Articles of Association

ǘǽ Change of Auditors

4.Special Business �--/,3�)�,#��&/" 1,/0ȉ�""0�,#�ʏǖǖǕǾǕǕǕ�#,/�1%"�6"�/�"+!"!�ǘǖ��" "*�"/�ǗǕǖǚ�

ǚǽ Authority to allot and issue shares

6. Proposed Adoption of the Polaris Performance Share Plan

Dated this ................ day of ......................................... 2016.

Total number of Shares in: No. of Shares(a) CDP Register

(b) Register of Members.......................................................................Signature(s) of Shareholder(s) or, Common Seal of Corporate Shareholder

Polaris Ltd.

IMPORTANT:

ǖǽ� �2/02�+1� 1,� �" 1&,+� ǖǝǖțǖ�Ȝ� ,#� 1%"� �,*-�+&"0� � 1Ǿ� �%�-1"/� ǚǕ� ț1%"� Ȋ� 1ȋȜǾ�Relevant Intermediaries may appoint more than two proxies to attend, speak and vote at the Annual General Meeting.

2. For investors who have used their CPF monies to buy shares in the Company, 1%&0�-/,56�#,/*�&0�+,1�3�)&!�#,/�20"��+!�0%�))��"� &+"ƛ" 1&3"�#,/��))� &+1"+10��+!�purposes if used or purported to be used by them.

ǘǽ� ��� &+3"01,/0� �/"� /".2"01"!� 1,� ,+1� 1� 1%"&/� /"0-" 1&3"� �$"+1� ��+(0� #,/� �+6�queries they may have with regard to their appointment as proxies.

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Notes:

ǖǽ�� �5 "-1� #,/���*"*�"/�4%,� &0����")"3�+1� �+1"/*"!&�/6��0�!"Ɯ+"!�2+!"/��" 1&,+�ǖǝǖțǛȜ�,#� 1%"��,*-�+&"0�� 1Ǿ��%�-1"/�ǚǕ�,#�Singapore (the “Companies Act”) a member entitled to attend and vote at the Annual General Meeting (the “Meeting”) is entitled to appoint not more than two proxies to attend and vote in his stead. A proxy need not be a member of the Company.

Ǘǽ� �%"/"���*"*�"/��--,&+10�*,/"�1%�+�,+"�-/,56Ǿ�%"ȡ0%"�0%,2)!�0-" &#6�1%"�-/,-,/1&,+�,#�%&0ȡ%"/�0%�/"%,)!&+$�ț"5-/"00"!��0���-"/ "+1�$"�,#�1%"�4%,)"Ȝ�1,��"�/"-/"0"+1"!��6�"� %�-/,56��+!�&#�+,�-"/ "+1�$"�&0�0-" &Ɯ"!Ǿ�1%"�Ɯ/01�+�*"!�-/,56�0%�))��"�treated as representing 100 per cent of the shareholding and the second named proxy shall be deemed to be an alternate to the Ɯ/01�+�*"!ǽ

ǘǽ�� ��*"*�"/�0%,2)!�&+0"/1�1%"�1,1�)�+2*�"/�,#�0%�/"0�%")!ǽ���#�1%"�*"*�"/�%�0�0%�/"0�"+1"/"!��$�&+01�%&0�+�*"�&+�1%"��"-,0&1,/6��"$&01"/��"-,0&1,/6��"$&01"/�ț�0�!"Ɯ+"!�&+��" 1&,+�ǝǖ��,#�1%"��" 2/&1&"0��+!�212/"0�� 1Ǿ��%�-1"/�ǗǝǞȜǾ�%"�0%,2)!�&+0"/1�1%�1�number of shares. If the member has shares registered in his name in the Register of Members of the Company, he should insert the number of shares. If the member has shares entered against his name in the Depository Register and shares registered in his name in the Register of Members of the Company, he should insert the aggregate number of shares. If no number is inserted, this form of proxy will be deemed to relate to all the shares held by the member of the Company.

4. Pursuant to Section 181(1C) of the Companies Act, a member who is a Relevant Intermediaries is entitled to appoint more than two proxies to attend, speak and vote at the Meeting provided that each proxy is appointed to exercise the rights attached to !&ƛ"/"+1�0%�/"0�%")!��6�1%"�*"*�"/ǽ��+�02 %�"3"+1Ǿ�1%"�/")"3�+1�&+1"/*"!&�/6�0%�))�02�*&1���)&01�,#�&10�-/,5&"0�1,$"1%"/�4&1%�1%"�information required in this proxy form to the Company.

ǚǽ�� �%"�&+01/2*"+1��--,&+1&+$���-/,56�,/�-/,5&"0�*201��"�2+!"/�1%"�%�+!�,#�1%"��--,&+1,/�,/�,#�%&0��11,/+"6�!2)6��21%,/&7"!�&+�writing. Where the instrument appointing a proxy or proxies is executed by a corporation, it must be executed either under its 0"�)�,/�2+!"/�1%"�%�+!�,#��+�,ƛ& "/�,/��11,/+"6�!2)6��21%,/&0"!ǽ��%"/"�1%"�&+01/2*"+1��--,&+1&+$���-/,56�,/�-/,5&"0�&0�"5" 21"!��6��+��11,/+"6�,+��"%�)#�,#�1%"��--,&+1,/Ǿ�1%"�)"11"/�,/�-,4"/�,#��11,/+"6�,/���!2)6� "/1&Ɯ"!� ,-6�1%"/",#�*201��"�),!$"!�4&1%�the instrument.

6. A corporation which is a member may authorise by resolution of its directors or other governing body such a person as it thinks Ɯ1�1,�� 1��0�&10�/"-/"0"+1�1&3"��1�1%"��""1&+$Ǿ�&+�� ,/!�+ "�4&1%��" 1&,+�ǖǜǞ�,#�1%"��,*-�+&"0�� 1Ǿ��%�-1"/�ǚǕ�,#��&+$�-,/"ǽ�

7. The instrument appointing a proxy or proxies, together with the power of attorney (if any) under which it is signed or a notarially "/1&Ɯ"!�,/��,ƛ& "� ,-6�1%"/",#Ǿ�0%�))��"�!"-,0&1"!��1�1%"�/"$&01"/"!�,ƛ& "�,#�1%"��,*-�+6��1�ǝǖ���&��3"+2"�ǙǾ�ȱǕǘȒǖǖ���ǽ��+"Ǿ��&+$�-,/"�ǙǕǝǝǘǕ�+,1�)"00�1%�+�#,/16Ȓ"&$%1�țǙǝȜ�%,2/0��"#,/"�1%"�1&*"��--,&+1"!�#,/�1%"��""1&+$ǽ�

ǝǽ� �)"�0"�&+!& �1"�4&1%��+�Ȋ˂ȋ�&+�1%"�0-� "0�-/,3&!"!�4%"1%"/�6,2�4&0%�6,2/�3,1"ț0Ȝ�1,��"�#,/�,/��$�&+01�1%"��"0,)21&,+0��0�0"1�,21�&+�1%"��,1& "�,#��++2�)�"+"/�)��""1&+$ǽ���+�1%"���0"+ "�,#�0-" &Ɯ �!&/" 1&,+0Ǿ�1%"�-/,56ȡ-/,5&"0�4&))�3,1"�,/���01�&+��0�%"ȡ0%"ȡ1%"6�*�6�1%&+(�Ɯ1Ǿ��0�%"ȡ0%"ȡ1%"6�4&))�,+��+6�,1%"/�*�11"/��/&0&+$��1�1%"��""1&+$ǽ

Ǟǽ�� �%"��,*-�+6�0%�))��"�"+1&1)"!�1,�/"'" 1�1%"�&+01/2*"+1��--,&+1&+$���-/,56�,/�-/,5&"0�&#�&1�&0�&+ ,*-)"1"Ǿ�&*-/,-"/)6� ,*-)"1"!�,/�&))"$&�)"�,/�4%"/"�1%"�1/2"�&+1"+1&,+0�,#�1%"��--,&+1,/��/"�+,1��0 "/1�&+��)"�#/,*�1%"�&+01/2 1&,+0�,#�1%"��--,&+1,/�0-" &Ɯ"!�in the instrument appointing a proxy or proxies.

10. In the case of members of the Company whose shares are entered against their names in the Depository Register, the Company *�6�/"'" 1��+6�&+01/2*"+1��--,&+1&+$���-/,56�,/�-/,5&"0�),!$"!�&#�02 %�*"*�"/0��/"�+,1�0%,4+�1,�%�3"�0%�/"0�"+1"/"!��$�&+01�1%"&/�+�*"0�&+�1%"��"-,0&1,/6��"$&01"/�ǜǗ�%,2/0��"#,/"�1%"�1&*"��--,&+1"!�#,/�%,)!&+$�1%"��""1&+$��0� "/1&Ɯ"!��6��%"��"+1/�)�Depository (Pte) Limited to the Company.

ǖǖǽ� �+�&+3"01,/�4%,��260�0%�/"0�20&+$����*,+&"0�țȊ����+3"01,/ȋȜ��+!ȡ,/�����*,+&"0�țȊ�����+3"01,/ȋȜ�ț�0�*�6��"��--)& ��)"Ȝ�*�6�attend and cast his vote(s) at the Meeting in person. CPF and SRS Investors who are unable to attend the Meeting but would like 1,�3,1"Ǿ�*�6�&+#,/*�1%"&/�����+!ȡ,/������--/,3"!��,*&+""0�1,��--,&+1�1%"��%�&/*�+�,#�1%"��""1&+$�1,�� 1��0�1%"&/�-/,56Ǿ�&+�which case, the CPF and SRS Investors shall be precluded from attending the Meeting.

Personal data privacy:

�6�02�*&11&+$���-/,56�#,/*��--,&+1&+$���-/,56ț&"0Ȝ��+!ȡ,/�/"-/"0"+1�1&3"ț0Ȝ�1,��11"+!Ǿ�0-"�(��+!�3,1"��1�1%"��++2�)�"+"/�)��""1&+$�țȊ��ȋȜ��+!ȡ,/��+6��!',2/+*"+1� 1%"/",#Ǿ��� 0%�/"%,)!"/�,#� 1%"��,*-�+6� ț&Ȝ� ,+0"+10� 1,� 1%"� ,))" 1&,+Ǿ�20"��+!�!&0 ),02/"�,#� 1%"�shareholder’s personal data by the Company (or its agents) for the purpose of the processing and administration by the Company ț,/� &10� �$"+10Ȝ� ,#� -/,5&"0� �+!� /"-/"0"+1�1&3"0� �--,&+1"!� #,/� 1%"� ��� ț&+ )2!&+$� �+6� �!',2/+*"+1� 1%"/",#Ȝ� �+!� 1%"� -/"-�/�1&,+��+!� ,*-&)�1&,+�,#� 1%"��11"+!�+ "� )&010Ǿ�*&+21"0� �+!�,1%"/�!, 2*"+10� /")�1&+$� 1,� 1%"���� ț&+ )2!&+$��+6��!',2/+*"+1� 1%"/",#�ȜǾ� �+!� &+� ,/!"/� #,/� 1%"� �,*-�+6� ț,/� &10� �$"+10Ȝ� 1,� ,*-)6�4&1%� �+6� �--)& ��)"� )�40Ǿ� )&01&+$� /2)"0Ǿ� /"$2)�1&,+0� �+!ȡ,/� $2&!")&+"0�(collectively, the “Purposes”), (ii) warrants that where the shareholder discloses the personal data of the shareholder’s proxy(ies) �+!ȡ,/�/"-/"0"+1�1&3"ț0Ȝ�1,�1%"��,*-�+6�ț,/�&10��$"+10ȜǾ�1%"�0%�/"%,)!"/�%�0�,�1�&+"!�1%"�-/&,/� ,+0"+1�,#�02 %�-/,56ț&"0Ȝ��+!ȡ,/�/"-/"0"+1�1&3"ț0Ȝ�#,/�1%"� ,))" 1&,+Ǿ�20"��+!�!&0 ),02/"��6�1%"��,*-�+6�ț,/�&10��$"+10Ȝ�,#�1%"�-"/0,+�)�!�1��,#�02 %�-/,56ț&"0Ȝ��+!ȡor representative(s) for the Purposes, and (iii) agrees that the shareholder will indemnify the Company in respect of any penalties, liabilities, claims, demands, losses and damages as a result of the shareholder’s breach of warranty.

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